miracosta college foundation board manual

MiraCosta College Foundation Board Manual

MiraCosta College Board Manual

Table of Contents

1. Mission Vision and Values2. Organizational Chart3. Memorandum of Understanding4. How Funding Works5. Bylaws6. Roles and Responsibilities of Board Members7. Annual Strategic Goals8. Appendix

a. Forms and Policiesb. Committee Assignmentsc. Committee Meeting & Events Calendard. Financial Documents & Glossarye. How to Propose a New Board Memberf. Board of Trustees/District Mapg. Maps & Directionsh. Certificate of Liability Insurancei. Form 990j. At A Glancek. 2016 Sue Kubik Evaluation Reportl. Brown Act Fact Sheetm. Historical Documents

Promote the benefits of the college

and secure resources that transform lives in our community.

Mission

Fully accessible higher education.

Vision

Commitment

Integrity

Service

Inclusiveness

Excellence

Values

foundation.miracosta.edu 760.795.6777

Board of Trustees

Alketa WojcikVice President,

Student Services

Sunita “Sunny” CookeSuperintendent/President

Diane DieckmeyerVice President,

Instructional Services

Freddy RamirezDean,

Admissions & Student Support

Luke LaraPresident, Academic

Senate

Mana TadayonPresident,

Associated Student

Government

Carl BanksPresident, Classified

Senate

Scott ConradChair,

Administrative Committee

Chris TarmanDean,

Research, Planning & Institutional Effectiveness

Wendy StewartDean,

Counseling & Student Development

Nick MortaloniDean,

Student Affairs

Charlie NgVice President,

Human Resources

Tim FloodVice President,

Administrative Services

Kristen HuyckDirector,

Public & Governmental Relations, Marketing & Communications

VACA N T

Associate Vice President,

Institutional Advancement

Scott ConradInterim Dean,

Library & Academic Information

Services

Mike FinoDean,

Math & Sciences

Dana SmithDean,

Letters, Humanities & Communication Studies;

San Elijo Campus Site Administration

Benjamin GamboaAssociate Dean,

Career Education

Sandy ComstockAssociate Dean,

Nursing & Allied Health

Al TacconeDean,

Career Education

Zhenya LindstromDean,


3.23.2021Organizational Chart

John MakevichDean, Continuing &

Community Education; Community Learning Center

Site Administration

Jonathan FohrmanDean,

Arts & International Languages

Alketa WojcikVice President,

Student Services

Office of the Superintendent/President

Sunita “Sunny” CookeSuperintendent/President

Diane DieckmeyerVice President,


Julie BollerudExecutive Assistant

to the Superintendent/President

Assistant Secretary to the Board of Trustees

&

Jeanne KoschwanezExecutive Assistant

to the Superintendent/President

Chris TarmanDean,

Research, Planning & Institutional Effectiveness

Kristen HuyckDirector,

Public & Governmental Relations, Marketing & Communications

VACA N T

Associate Vice President, Institutional Advancement

Charlie NgVice President,

Human Resources

Tim FloodVice President,

Administrative Services

Functional Chart3.1.2021

Memorandum of Understanding with MiraCosta College

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MEMORANDUM OF UNDERSTANDING

BETWEEN THE MIRACOSTA COMMUNITY COLLEGE

DISTRICT AND THE MIRACOSTA COLLEGE FOUNDATION

THIS AMENDED AND RESTATED MEMORANDUM OF UNDERSTANDING (“Agreement”) is entered into this19th day of November, by and between the MiraCosta Community College District ("District"), and the MiraCosta College Foundation ("Foundation") a nonprofit California corporation created and operated for the benefit of the District. This Agreement supersedes any prior agreement or memorandum of understanding between the parties, including the June 24, 2015, memorandum of understanding.

BACKGROUND AND PURPOSE

WHEREAS, the Foundation is an independent, 501(c)(3) nonprofit corporation. It has not been designated as a community college auxiliary organization described in Education Code §§ 72670 et seq., and it exists to serve the District; and

WHEREAS, the Foundation's purpose is to promote the interests and welfare of the

District, accept and steward gifts and grants donated for the benefit of the District, and to

actively assist the District in fundraising activities; the District initiates and implements

fundraising and alumni/community outreach functions;

WHEREAS, the District desires the Foundation to continue its assistance to the District,

including its stewardship of donor funds and assistance in fundraising efforts directed

toward expanding and enhancing the educational goals and capabilities of the District, and

further desires to make available to the Foundation support toward meeting these objectives

and will provide certain support to the Foundation to further both the District's and

Foundation's purposes;

WHEREAS, the District believes that so long as the Foundation continues to adequately

perform funds management and fundraising assistance to the District, as determined by

the District, the District's best interests are served by continuing to support the

Foundation's operations by providing personnel, certain facilities, and administrative

services, including the services of the District's Associate Vice President of Institutional

Advancement as set forth in this Agreement;

WHEREAS, the Board of Trustees of the District believes the services and funds provided

by the Foundation to the District have a fair-market value in excess of the value of the

facilities, administrative services, and personnel provided by the District to the Foundation.

NOW THEREFORE, the District and the Foundation hereby enter into this Agreement defining the parameters of their relationship.

ARTICLE I: Foundation's Responsibilities and Relationship to the District

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The Foundation agrees to provide the District the following services:

A. To receive and administer gifts of property, real or personal, financial or otherwise,

to be used on behalf of the District, its faculty, students, and staff all according to

the terms of the donor. In the event the donor does not specify the terms or all the

terms for which the gift shall be used, the Foundation shall administer and use the

gift for the benefit of the District in accordance with the District's needs and

priorities.

B. To hold, manage, and distribute assets in its possession for the dedicated purpose of

supporting the mission of the District.

C. To assist with fundraising efforts as defined by the District through the

identification, cultivation, and solicitation of philanthropic contributors to the

District.

D. To continue to promote the District's best interest, when requested, within the

region, state, and nation to raise the visibility and enhance the reputation of the

District.

E. To keep accurate and confidential financial records of donors and donor funds

and to make such records promptly available to the District upon the District’s

request.

F. To assist with the appropriate stewardship, recognition, and

acknowledgement to donors through timely correspondence, gift clubs, and

recognition events.

G. To abide by ethical and legal practices as is in accordance with the

Foundation's charitable 501(c)(3) status.

H. To establish a financial plan to underwrite the cost of Foundation programs,

operations, and services not provided by the District.

I. To have a separate annual audit of the financial records of the Foundation conducted

by an independent CPA auditing firm approved by the Foundation Board, and to

make all audit information promptly available to the District by the end of the first

quarter of each calendar year.

J. Provide an annual financial report to the District Board of Trustees, including an

annual statement describing the benefits and services of the Foundation.

K. To develop and abide by gift acceptance guidelines and policies that are in

accordance with the District's mission, goals, policies, procedures, and objectives.

L. To provide seed grants for new program development and for the purpose ofsecuring and stewarding institutional relationships and partnerships, includingperforming all tasks associated with grants, including, but not limited to, grant

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writing, administering, and reporting.

M. To provide scholarships to the students of the District in accordance with the

awarding of those scholarships through the District's Scholarship and Financial Aid

Office.

N. To maintain and manage an endowment, including the establishment of fund

agreements with donors, setting and implementing investment and spending

policies and procedures that prudently steward the principal of the endowment and

honor donor intent, as prescribed by the Uniform Prudent Investor Act, the Uniform

Prudent Management of Institutional Fund Act, and other applicable California laws.

O. To receive, hold, manage, invest, and disburse contributions of cash, securities,

patents, copyrights, and other forms of property, including immediately vesting gifts

and deferred gifts that are contributed in the form of planned and deferred gift

instruments, and disposition or allocation of real estate or other forms of tangible

property.

P. To permit the following individuals to serve as non-voting advisors to the

Foundation Board: the District Superintendent/President, the District Vice President

of Administrative Services, the District Associate Vice President of Institutional

Advancement, District Board of Trustees Liaison, and representatives of the

following District organizations: Academic Senate, Classified Senate, and

Associated Student Government.

Q. To promptly disclose any terms, conditions, or limitations imposed by the

donor or legal determination on any gift to be transferred or distributed to

the Superintendent/President or designee on behalf of the District.

Acceptance of gifts will follow the Foundation “Solicitation and Acceptance

of Gifts” policy attached to this Agreement as Exhibit “A”.

R. To develop policies and procedures that will allow for the assessment of reasonable andproportionate gift and transaction fees, which will enable the Foundation to pay for aportion of the expenses associated with donor recognition as well as businessoperations of the Foundation, including reimbursing the District up to 25% of theDistrict’s Associate Vice President of Institutional Advancement and up to 40% of a full-time equivalent District accountant’s compensation, , and other payments, as agreed bythe parties. The compensation reimbursement for the Associate Vice President ofInstitutional Advancement and the Accountant will be agreed to by the parties annuallyprior to the start of the fiscal year. The Foundation’s current “Administrative CostsRecovery” policy is attached to this Agreement as Exhibit “B” and are incorporatedherein by this reference and will be reported to the District Board of Trustees whenupdated, as an informational item.

S. To perform any and all other services as requested by the District that are consistent withthe Foundation’s mission and purpose.

ARTICLE II: District's Responsibilities and Relationship to the Foundation

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The District agrees to provide the Foundation with the following limited services:

A. To continue to provide the Foundation with personnel, certain facilities, andadministrative services and staff to serve the Foundation for the benefit of the District, asdetermined by the Superintendent/President or designee. The District will provide thesestaff members as follows: the service of the Associate Vice President of InstitutionalAdvancement to serve as the Foundation’s Chief Operating Officer. The District agreesto assign up to 40% of a full-time equivalent District accountant to provide accountingand banking service support. Foundation reimbursement limits and timelines for theseservices will be determined annually as described in Article 1 section R. of this MOU

B. To assist with such marketing services, as is reasonably necessary, for theFoundation to accomplish its goals. Such assistance to include:

1. Creation of a logo and brand identity for the Foundation that is congruent with theMiraCosta College name, brand identity, and image;

2. Development and facilitation the MiraCosta College Foundation website; and

3. Authorization to use the logo, brand identity, District name, images, andmarketing brand in conformance with the District's branding guidelines, whichmay be modified by the District at any time.

C. To provide information technology support including software, hardware, and functionalsupport necessary to carry out its functions.

D. To have the Superintendent/President of the District recommend for approval to the Boardof Trustees, with the consultation of the Foundation Board, a person to serve as theExecutive Director of the MiraCosta College Foundation. The Executive Director of the Foundation will be the District’s Associate Vice President of Institutional Advancement, unless otherwise agreed by the District.

E. To consider the recommendations of the Executive Director regarding staffingrequirements of the Foundation and, if the Foundation determines it needs to hirepersonnel, to allow for the hiring of personnel through the District's normal processes and procedures as the District determines necessary.

F. To support the operations of the Foundation by assigning, at the District's discretion,District personnel to assist the Foundation.

G. To provide an accurate and fair process for the selection and awarding of scholarships,in conformance to the criteria established by scholarship donors.

H. To communicate institutional priorities and long-term plans, as approved by the Board ofTrustees and the District's administrative leadership to the Foundation, and to includethe Executive Director of the Foundation as an active participant in collegial governanceand the campus community.

I. To allow the District Superintendent/President, or their designee, to assume an

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appropriate role in the strategic aspects of fundraising activities, such as donor

cultivation and community engagement.

J. Acceptance of gifts on behalf of the District will follow the “Foundation Solicitation

and Acceptance of Gifts” policy.

K. District will allow the Foundation to occupy, operate, and use District property and

services, either separately or jointly with the District, from time to time as agreed upon

by the District and the Foundation. The Foundation’s must use such property or

services in accordance with all District policies, rules, and regulations. The District

has the right to enter and inspect all District facilities used by the Foundation and to

revoke the Foundation’s right to use District property or services at any time.

ARTICLE Ill: Alignment of Interests

A. The District Superintendent/President shall have the right to cause the Foundation to

cease any activity of the Foundation deemed, in their judgment, to be contrary to the

interests of the District or inconsistent with the policies and practices or purposes of

the District. This provision shall survive the termination of this Agreement.

B. The parties agree that if this Agreement is terminated and no new Agreement orMemorandum of Understanding is agreed to between the parties within a reasonableperiod of time, as determined by the District, then after the payment of all of its debts and liabilities, the remaining net assets of the Foundation shall, consistent with donor intent, the Articles and Bylaws of the Foundation, and the California Nonprofit Law (i.e., California Corporations Sections 5000-10841, as amended from time to time) be distributed to the District or be expended for the benefit of the District in accordance with a Plan of Distribution as approved by the Superior Court and/or the California Attorney General.

C. The Foundation will not enter into any gift agreement for the benefit of the District

that seeks to obligate the District without the District Superintendent/President's, or

designee’s, prior written approval.

ARTICLE IV: Non-assignability

A. The Agreement is not assignable by either party.

ARTICLE V: Terms of Agreement

A. The Agreement will be in effect until it is changed or terminated by written agreement of

the parties; in addition, the Board of Directors of the Foundation are expected to initiate a

review of the agreement at least every five years. The District may terminate this

Agreement upon ninety (90) days written notice to the Foundation.

6 9015624.2 MI050-001

B. The Foundation agrees that the District or its auditors may inspect and audit all of the

Foundation’s records and documents, and make copies of all such records and

documents, to ensure the Foundation complies with the requirements of this section and

this Agreement. The Foundation will make all such records and documents available for

inspection, reproduction, and audit, within five (5) days of the District’s request to

inspect, reproduce, or audit records and documents.

ARTICLE VI: Leadership and Governance of the District and the Foundation

The Foundation and the District have two separate and different systems for the selection of

their leadership and governance:

A. The District is governed by the Board of Trustees, which is composed of elected

individuals who represent the voters of the District, and by one student

representative who has an advisory role, and is elected by the student body for a

one-year term. The Board of Trustees is responsible for setting priorities and long-

term plans for the District and is legally accountable for the performance and

oversight of all aspects of the District. The Board of Trustees is responsible for the

employment, compensation, and evaluation of the Superintendent/President of the

District.

B. The Foundation is governed by the voting Foundation Board members. The

Foundation Board is responsible for the control and management of all assets of

the Foundation, including the prudent management of all gifts consistent with donor

intent. The Foundation Board is responsible for the performance and oversight of all

aspects of its operations based on a comprehensive set of bylaws that address

fiduciary responsibilities, including expectations of all individual Board members to

comply with ethical guidelines and policies.

C. The District is responsible for the employment, compensation, and evaluation of

the Associate Vice President of Institutional Advancement, who will serve as the

Foundation’s Executive Director and Chief Operations Officer, unless otherwise

agreed by the District. Foundation Board members will provide the District’s

Superintendent/President annual performance feedback regarding the Executive

Director.

ARTICLE VII: Miscellaneous

A. This Agreement and its attachments represent the entire and integrated agreement

between the District and the Foundation, and supersede all prior understandings,

negotiations, representations, or agreements, whether oral or written.

B. If any court of competent jurisdiction holds any term, condition, or provision of this

Agreement to be invalid, void, or unenforceable, the remaining provisions will

nevertheless continue in full force and effect, and shall not be affected, impaired, or

invalidated in any way.

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C. No modification or amendment of any provision of this Agreement shall be effective

unless the parties approve of the modification or amendment in an approved and signed

writing. The parties will not construe the failure of a party to enforce any of the

provisions of this Agreement as a waiver of such provisions and a party’s failure to

enforce any provisions of this Agreement shall not affect the right of either party

thereafter to enforce each provision hereof in accordance with its terms.

D. The parties may execute this Agreement in several counterparts, each of which the

parties shall deem an original, but all of which together shall constitute one and the

same agreement.

E. The parties agree that time is of the essence and they shall perform the services

required by this Agreement in an expeditious and timely manner so as not to

unreasonably delay the purpose of this Agreement.

IN WITNESS WHEREOF, the Board of Trustees approve this Agreement on 19th day of

November, 2020 and the Board of Directors approve this Agreement on 19th day of

November, 2020. The parties have executed this Agreement in duplicate at Oceanside,

California, as of the date(s) written below.

MIRACOSTA COMMUNITY COLLEGE MIRACOSTA COLLEGE FOUNDATION DISTRICT

By: ____________________ Date: 11/19/20 By: ____________________ Date: 11/19/20[Name] President, Board of Trustees MiraCosta Community College District

Alec BabiarzPresident MiraCosta College Foundation

Revision History Current Agreement: date First Amendment

How Funding Works

WHO PAYS FOR WHAT?

College Funded Development$745,010 spent to raise $6.7 million

Foundation Funded$1,665,206 spent to manage a $16.9 million nonprofit

Expenses are generally: • Salaries• Benefits• Operations• Travel/representing

Fiscal Year '19- '20

Bylaws

Approved by Governance and Nominations 10.29.19

1 Barnard Dr. Oceanside, CA 92056

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MiraCosta College Foundation Bylaws

ARTICLE I: Name

The name of this organization is the MIRACOSTA COLLEGE FOUNDATION (hereinafter, the “Foundation”). It was established in 1967 as an independent entity under the auspices of the MiraCosta Community College District (herein after, the “College”).

ARTICLE II: Purpose

Section 1: Charitable and Educational Purposes The Foundation is organized exclusively for charitable and educational purposes within the meaning of section 501 (c) (3) of the Internal Revenue Code.

Check for new wording on Mission and Vision Section 2: Mission and Vision The mission of the Foundation is to promote the benefits of the college and secure resources that transform lives in our community. The vision of the Foundation is fully accessible higher education.

ARTICLE III: Foundation Office The Office of the Foundation, at which its general business shall be transacted and where its records shall be kept, shall be the offices of MiraCosta Community College District, 1 Barnard Drive, Oceanside, California 92056.

ARTICLE IV: Organizational Structure

Section 1: Memorandum of Understanding (MOU) with MiraCosta College. An MOU has been established with MiraCosta College and is attached as appendix 1.

Section 2: Foundation Board MembersThe Foundation Board (herein after referred to as “Board”) shall be composed of at least eleven but no more than thirty-three members. Board members are selected from the community based on their demonstrated support for and interest in the programs, services, and activities of the College. They are elected by their fellow Board members by a majority vote for a term of four years. A member may serve on the Board for no



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more than two consecutive terms. A termed out Board member is eligible to be reelected to the Board after not serving on the Board for one year.

Members of the Board, including Honorary Advisors and Emeritus Members, may be removed for cause by the recommendation of the Executive Committee and the affirmative vote of two-thirds of the voting Board members present at a Board meeting.

Section 3: Foundation Board Advisors

Board advisors without voting privileges may include one from (a) the Associated Student Government, (b) the Academic Senate, and (c) the Classified Senate. Advisors will serve a one-year term and are chosen by being elected by their peers as the presidents of their respective organizations. In addition, the Board of Trustees of the College reserves the right to appoint one of its members to serve as an advisor to the Board.

There may be three additional Board advisors: (a) the College Superintendent/President; (b) the College Vice President of Administrative Services; and (c) the College Associate Vice President of the Office of Institutional Advancement. The roles of these Board advisors are as follows: The Superintendent/President will ensure that the current objectives, strategies, and priorities of the Board of the Foundation align with those of the College, and shall have the right to cause the Foundation to cease any activity deemed in their judgment to be contrary to the policies or interests of the College. The College Associate Vice President of the Office of Institutional Advancement shall serve as the Foundation’s Executive Director, Corporate Officer, and Secretary to the Board, and as an advisor to all committees.

Section 4: Honorary Advisors to the Board

The Board may designate persons to serve as Honorary Advisors without voting privileges. Honorary Advisor status will be given in recognition of special expertise, position, prestige, and/or service to the College or Foundation. Honorary Advisors are elected by a majority vote of the Board based on the recommendation of the Governance and Nominations committee and approval of the Executive Committee.

Section 5: Emeritus Members to the Board

Board members with emeritus status shall be selected from those board members who have served on the Foundation Board with distinction and excellence. Emeritus member



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candidates will have served on the board for a minimum of two (2) terms and are considered deserving of this title for outstanding service.

An emeritus board member shall be entitled to receive all notices and information which are provided to the Board, to attend all Board meetings, to participate in meetings of the committees in which they serve, and encouraged to attend other events conducted by the Foundation. An emeritus board member shall not be subject to any attendance policy, counted in determining if a quorum is present at a meeting, entitled to hold office, or entitled to vote at any board meeting.

The Governance and Nominations Committee will consider potential candidate(s) and make recommendations to the Executive Committee. The Executive Committee will present the nomination(s) along with supporting statements to the Board for consideration. A simple majority vote of the Board present at a meeting at which a quorum is present is sufficient to approve appointment.

Section 6: Board Member Terms

The terms of Board members shall coincide with the start and end of the Foundation’s fiscal year (July 1-June 30). At least 30 days prior to the expiration of the term of a Board member, they will be notified by the Nominations and Governance Committee whether they have or have not been nominated for reelection. When a new member is elected during the fiscal year, the end date of their term will be specified at the time of the election with the first term not to exceed four years.

Section 7: Taking Action

A quorum of fifty percent plus one of the Board members is required to conduct business at regular meetings or to conduct business by special means, including but not limited to correspondence, electronic mail, and conference calls. Actions taken outside of regular meetings will be reported at the next regular meeting of the Board.



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Section 8: No Compensation

Voting Board members will not receive compensation from the Foundation for their service. Any non-monetary items made available to Board members during meetings for use or consumption during such meetings shall be interpreted as incidental and not treated as a form of compensation.

Section 9: Meetings

All meeting and actions of the Board will be in compliance with the Brown Act. Regular meetings of the Board shall be held at least quarterly, at a time and place to be designated by the Foundation President and/or Foundation Executive Director. Special meetings in addition to the standard quarterly meetings may be called and held in person or electronically at any time by the Foundation President, Foundation Executive Director, or by at least five Board members. Notice of the time, place, and agenda of any meeting shall be given to each Board member at their designated contact location no less than five business days before the date of said meeting. Actions of the Board will be governed by parliamentary procedure.

Section 10: Filing Address

Each Board member shall provide the Foundation Secretary with one mailing and e-mail address. All notices regarding Board meetings and business will be sent to this address until notice of change of address has been given to the Foundation Secretary by the Board member in writing.

Section 11: Quorum

All meetings of the Foundation Board must include a quorum of fifty percent plus one of the Board members. If a meeting is cancelled for lack of a proper quorum, proper notice shall be given for a subsequent meeting with an agenda containing the same action items. In the event that no proper quorum is present at the subsequent meeting, the Executive Committee may decide on actions without a quorum of the Board, with the exception of votes to expel a member of the Board.

ARTICLE V: Officers

Section 1: Board Officers

The officers of this Foundation shall be a President, a Vice President, a Chief Operating Officer, and a Treasurer. They shall serve without compensation. The Chief Operating



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Officer shall serve as the Executive Director of the Foundation and shall serve as Secretary to the Foundation Board as indicated in Article VI below. The President, Vice-President, and Treasurer shall be elected from the Board at the fourth-quarter Board meeting of the fiscal year. The elected officers shall commence office on July 1 of the following fiscal year and serve for a period of two years. Vacancies shall be filled by the Board for the unexpired term of the office vacated. Section 2: President The President of the Board shall preside at all meetings and shall perform other duties to fulfill the mission and vision of the Foundation. Prior to serving as President, the President shall have served at least one year on the Executive Committee. The President shall appoint such committees, as he/she deem necessary from members of the Board and other interested community members. Section 3: Vice President The Vice President the Board shall, in the absence or disability of the President of the Board, have all the power of, and act for, the President. The Vice President will automatically become the Foundation President at the end of the current President’s term or earlier departure. Section 4: Secretary The Secretary to the Board shall have the duties as set forth in Article VI below. Section 5: Treasurer The Treasurer shall be the chairperson of the Finance Committee, which shall monitor the Executive Director’s role to receive and safely keep all funds and securities of the Foundation. The Treasurer shall provide oversight of the corporation’s financial functions, shall work with the Executive Director to ensure the Board is receiving appropriate financial reports, and shall be available to consult with the Executive Director regarding the Foundation’s finances. ARTICLE VI: Chief Operating Officer The Chief Operating Officer shall fulfill the functions of Corporate Officer, Secretary to the Board, and shall be the Executive Director of the College Foundation. This Officer shall have no voting privileges. Their duties include directing the programs of the Foundation, supervising College staff dedicated to supporting the Foundation,



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exercising administrative duties as necessary, accepting gifts on behalf of the Foundation, and ensuring the Foundation is in compliance with all applicable laws, regulations, and College policies and procedures. As Secretary to the Board, this Officer will keep or cause to be kept a record of Board activities, including Board agendas, minutes, committee actions, and all records of the 501(c)(3) corporation. Other duties include serving notices, as may be necessary or proper, and keeping the corporate seal in safe custody. The College Associate Vice President of the Office of Institutional Advancement shall be the Chief Operating Officer of the Foundation for the duration of their appointment. ARTICLE VII: Committees With the exception of the Executive Committee, all committee members shall be appointed by the President and shall serve at his/her pleasure. The standing committees of the Board are Executive, Finance, Audit, and Governance and Nominations. All standing committee meetings and actions of the Board will be in compliance with the Brown Act. The Board President may by action establish ad hoc committees that he/she determines are necessary to assist the board in its responsibilities. Any ad hoc committee established by board action shall be composed solely of less than a quorum of members of the board and shall be advisory to the board. Board committees that are only advisory have no authority or power to act on behalf of the board. Findings or recommendations from these ad hoc committees shall be reported to the board for consideration. Ad hoc advisory committees are not required to comply with the Brown Act or with board policies regarding open meetings. Section 1: Executive Committee a. Membership The Executive Committee shall consist of seven members including the President, Vice President, and Treasurer, Chair of the Governance and Nominations Committee and three additional Board members appointed by the President. The Superintendent/President, the Vice President of Business and



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Administrative Services, and the College Associate Vice President of the Office of Institutional Advancement serve as advisors to the committee. b. Duties Subject to such limitations as may be imposed by the Board, the Executive Committee shall be possessed of all of the powers of the Board, except those that the California Nonprofit Public Benefit Corporation Law, Nonprofit Integrity Act, and all applicable laws, specifically reserved to the full board. Members of the Executive Committee should be willing to serve as Board Officers as vacancies arise. Section 2: Audit Committee a. Membership The Audit Committee shall consist of a minimum of five Board members. One Member of the Finance Committee shall serve as non-voting member of the Audit Committee. The President and Treasurer may not serve on the Audit Committee. The College Associate Vice President of the Office of Institutional Advancement and the Vice President of Business and Administrative Services shall serve as advisors. Qualified members of the Finance Committee should be willing to serve as the committee chair when a vacancy arises. b. Duties The Audit Committee shall be responsible for approving the selection of the independent auditor of the Foundation. Subject to supervision by the Board, the Audit Committee shall be responsible for recommending to the Board the retention or termination of the independent auditor and the compensation due that auditor. The Audit Committee shall confer with the auditor to review the annual audit. The Audit Committee acts to either accept the audit or



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recommend action based on the report. The Audit Committee shall conform to the Nonprofit Integrity Act and all applicable laws. Section 3: Finance Committee a. Membership The Finance Committee shall consist of at least five members, one of whom shall be the Treasurer. The College Associate Vice President of the Office of Institutional Advancement and the Vice President of Business and Administrative Services shall serve as advisors. Committee members should be willing to serve as committee chair when a vacancy arises b. Duties This committee shall oversee all financial, planned giving, and investment activities of the Foundation. The Finance Committee shall develop fiscal policies and procedures for approval by the Board, including the official presentation of the annual budget. The Finance Committee’s actions shall conform to the Nonprofit Integrity Act and all applicable laws. Section 4: Governance and Nominations Committee a. Membership The membership of the Governance and Nominations Committee shall consist of at least five Board members and the College Associate Vice President of the Office of Institutional Advancement who serves an advisor. Committee members should be willing to serve as committee chair when a vacancy arises b. Duties The Governance and Nominations Committee is responsible for identifying and evaluating prospective members of the Board. The Board will follow the Candidate Selection Process striving for equity and inclusion. The committee shall recommend candidates to the Executive Committee. The Executive



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Committee shall vote by majority to send this candidate to the full Board for election. The Governance and Nominations committee will also evaluate Board members with expiring terms and make recommendations to the Executive Committee on which Board members should or should not be asked to stand for reelection. The Executive Committee shall vote by majority to send this candidate to the full Board for election. At least every five years the committee will review the Foundation’s bylaws and make any necessary recommendations to the Executive Committee.



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ARTICLE VIII: Other Public Nonprofit Benefit Corporations The Foundation may control other public nonprofit benefit corporations, as provided by the Corporations Code, where those corporations have provided for such control in their articles of incorporation. As allowed by law, the Foundation shall provide joint financial statements and one audit for such controlled corporations, and the Finance Committee and Audit Committee shall serve as the finance and audit committees for such controlled corporations. ARTICLE IX: Liability No Board member of this organization shall be personally liable for the debts, liabilities, or obligations of this organization, except as provided by Corporation Code section 5230 et seq. The Foundation shall have the power and the duty to purchase and maintain insurance to the fullest extent permitted by law on behalf of its Members and Officers, against any liability asserted against or incurred in such capacity or arising out of such person's status. To the fullest extent permitted by law, this Foundation shall indemnify the members of this Board against all expenses, judgments, fines, settlements, and other amounts actually and reasonably incurred by them in connection with any legal action that rises as a result of Board majority decisions and actions of the Foundation. As used in these Bylaws, the term "expense" shall have the same meaning as is ascribed to such term in Section 5238(a) of the California Non-Profit Corporation Law. On written request of the Board by any person seeking indemnification under Section 5238(a) or Section 5238(c) of the California Non-Profit Corporation Law, the Board promptly shall determine under Section 5238(a) of the California Non-Profit Corporation Law whether the applicable standard of conduct set forth in such Section 5238(b) or 5238(c) has been met. If that standard has been met, then the Board shall authorize indemnification. If the Board cannot authorize indemnification because the number of Board members who are parties to the proceeding with respect to which indemnification is sought prevents the formation of a quorum of members who are not parties to that proceeding, then indemnification may be authorized only by the court in which such



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proceedings were pending, upon application made by the Foundation or the parties seeking indemnification or such party's attorney. ARTICLE X: Annual Reports to the Board of Trustees The Foundation shall make a report annually to the Board of Trustees of the College outlining the activities, accomplishments, challenges, and financial statements of the Foundation. Upon the acceptance vote by the Foundation Board of the annual audit, a report of the outcome of the audit shall be made to the Board of Trustees of the College. ARTICLE XI: Amendment of Bylaws Amendments to these bylaws may be recommended by the Governance and Nominations Committee following their scheduled quinquennial review of these bylaws, or by any Board member at a regular or special meeting of the Board. These bylaws may be amended or repealed and new bylaws adopted by a vote of two-thirds of the board members present at any meeting at which a quorum is present, provided notice of all proposed amendments or repeal shall have been given by mail, email or other electronic means to each board member at least five business days prior to the date of the meeting. These bylaws supersede and replace all previous versions.

Roles and Responsibilities of Board Members

Roles and Responsibilities of Board Members

Including:

- Code of Ethical Conduct- Conflict of Interest Statement

Approved and adopted 10/30/2008, 2/9/12, 2/13/14

Code of Ethical Conduct Policy

Personal and Professional Integrity All staff, members of the Board of Directors (the “Board”), and volunteers of the MiraCosta College Foundation (the “Foundation”) are expected to act with honesty, integrity, and openness in all their dealings as representatives of the organization. The organization promotes a working environment that values respect, fairness, and integrity. I. Mission The mission of the Foundation is to promote the interests and the welfare of the college and secure resources that will transform student lives. The mission has been approved by the Board, in pursuit of the public good. All of its programs support that mission and all who work for or on behalf of the organization understand and are loyal to that mission and purpose. II. Governance The Board is an active governing body which is responsible for setting the mission and strategic direction of the organization and oversight of the finances, operations, and policies of the Foundation. The Board does the following:

• Ensures that its members have the requisite skills and experience to carry out their duties, and that all members understand and fulfill their governance duties acting for the benefit of the Foundation and its public purpose.

• Has a conflict-of-interest policy that ensures that any conflicts of interest, or the appearance thereof, are avoided or appropriately managed through disclosure, recusal, or other appropriate means.

• Ensures that the chief executive and appropriate staff provide the Board with timely and comprehensive information so that the Board can effectively carry out its duties.

• Ensures that the Foundation conducts all transactions and dealings with transparency, integrity, and honesty.

• Ensures that the Foundation promotes working relationships with Board members, staff, volunteers, and program beneficiaries that are based on mutual respect, fairness, and openness.

• Ensures that policies of the Foundation are in writing, clearly articulated, and officially adopted.

MiraCosta College Foundation

Code Of Ethical Conduct Policy Page 2


• Is responsible for engaging independent auditors to perform an annual audit of the Foundation’s financial statements, and has an audit committee that is responsible for overseeing the reliability of financial reporting (usually the responsibility of the finance committee), including the effectiveness of internal control over financial reporting, reviewing, and discussing the annual audited financial statements to determine whether they are complete and consistent with operational and other information known to the committee members; understanding significant risks and exposures and management’s response to minimize the risks; and understanding the audit scope, and approving audit and non-audit services.

• Ensures that the resources of the Foundation are responsibly and prudently managed.

• Ensures that the Foundation has the capacity to carry out its programs effectively.

• Ensures that the Foundation is independent from all political activity associated with the college and the Board of Trustees, by refraining from involvement in controversial campus matters and by leaving policy decisions to the Board of Trustees and the college Superintendent/President.

III. Responsible Stewardship The Foundation manages its funds responsibly and prudently. These management practices should include the following considerations:

• Spends an adequate amount on administrative expenses to ensure effective accounting systems, internal controls, competent staff, and other expenditures critical to professional management.

• Knows that solicitation of funds has reasonable fundraising costs, and recognizes the variety of factors that affect fundraising costs.

• Does not accumulate excessive operating funds.

• Draws prudently from endowment funds consistent with donor intent and appropriate to fulfill the mission of the Foundation.

• Ensures that all spending practices and policies are fair, reasonable, and appropriate to fulfill the mission of the Foundation.

• Ensures that all financial reports are factually accurate and complete in all material respects.

IV. Openness and Disclosure The Foundation staff provides comprehensive and timely information to the public, the media, and all stakeholders, and is responsive in a timely manner to reasonable requests for information. All information about the Foundation will fully and honestly reflect the policies and practices of the organization. Basic informational data about the Foundation, such as the Form 990, shall be made available to the public. All solicitation materials accurately represent the Foundation’s policies and practices and will reflect the dignity of program beneficiaries. All financial, organizational, and program reports will be complete and accurate in all material respects.




V. Conflicts of Interest It is the responsibility of all directors, officers, and employees to ensure that the standard of behavior at the Foundation is that all staff, volunteers, and board members scrupulously avoid conflicts of interest between the interests of the Foundation on one hand, and personal, professional, and business interests on the other. This includes avoiding potential and actual conflicts of interest, as well as the perception of conflicts of interest. The purposes of this policy are to protect the integrity of the Foundation’s decision-making process, to enable its constituencies to have confidence in its integrity, and to protect the integrity and reputations of volunteers, staff, and Board members. Upon or before election, hiring, or appointment, Board members and staff will make a full, written disclosure of interests, relationships, and holdings that could potentially result in a conflict of interest. Such disclosure would include the following language: “I will disclose any interests in a transaction or decision where I (including my business or other nonprofit affiliations), my family and/or my significant other, employer, or close associates will receive a benefit or gain. After disclosure, I understand that I will be asked to leave the room for the discussion and will not be permitted to vote on the question. This written disclosure will be kept on file and I will update it as appropriate. I understand that the purposes of this policy are to protect the integrity of the MiraCosta College Foundation's decision-making process, to enable our constituencies to have confidence in our integrity, and to protect the integrity and reputations of volunteers, staff and Board members.” Please see the attached Conflict of Interest Statement. VI. Legal Compliance The Foundation is knowledgeable of, and complies with, all applicable laws and regulations. VII. Program Evaluation The Foundation regularly reviews program effectiveness and has mechanisms to incorporate lessons learned into future programs. The organization is committed to improving program and organizational effectiveness and develops mechanisms to promote learning from its activities and the field. The Foundation is responsive to changes in its field of activity and is responsive to the needs of its constituencies.

VIII. Inclusiveness and Diversity The Foundation has a policy of promoting inclusiveness and its staff, Board, and volunteers to reflect diversity in order to enrich its programmatic effectiveness. The Foundation takes meaningful steps to promote inclusiveness in its hiring, retention, promotion, Board recruitment, and constituencies served.




IX. Fundraising The Foundation solicitation of funds from the public or from donor institutions uses material that is truthful about the organization. The Foundation respects the privacy concerns of individual donors and expends funds consistent with donor intent. The Foundation discloses important and relevant information to potential donors. In raising funds from the public, the Foundation will respect the rights of donors, as follows:

• Donors will be informed of the mission of the Foundation, the way the resources will be used, and their capacity to use donations effectively for their intended purpose. Further, donors will: ◦ Be informed of the identity of those serving on the Board and that the

Board will exercise prudent judgment in its stewardship responsibilities. ◦ Have access to the Foundation’s most recent financial reports. ◦ Be assured their gifts will be used for purposes for which they are given. ◦ Receive appropriate acknowledgment and recognition. ◦ Be assured that information about their donations is handled with respect

and with confidentiality to the extent permitted by law. ◦ Be approached in a professional manner. ◦ Be informed whether those seeking donations are volunteers, employees

of the Foundation, or hired solicitors. ◦ Be encouraged to ask questions when making a donation, and to receive

prompt, truthful, and forthright answers. X. Reporting Responsibility It is the responsibility of all directors, officers, and employees to comply with this code of ethical conduct and to report violations or suspected violations to the Treasurer or Secretary of the Foundation in accordance with the Whistleblower Policy. The

Compliance officer will notify the sender and acknowledge receipt of a reported violation or suspected violation within five business days, unless the submission of the violation is anonymous. All reports will be promptly investigated pursuant to the Whistleblower Policy and appropriate corrective action will be taken if warranted by the investigation.

CODE OF ETHICAL CONDUCT POLICY PAGE 5

Compliance officer will notify the sender and acknowledge receipt of a reported violation or suspected violation within five business days, unless the submission of the violation is anonymous. All reports will be promptly investigated pursuant to the Whistleblower Policy and appropriate corrective action will be taken if warranted by the investigation.

Attachment: Conflict of Interest Statement This policy was adapted from The Nonprofit Policy Sampler, Second Edition by Barbara Lawrence and Outi Flynn, a publication of BoardSource, formerly the National Center for Nonprofit Boards. Approved and adopted 10/30/2008, 2/9/12, 2/13/14


Conflict of Interest Statement* Officers, Directors, and Staff Members

No member of the MiraCosta College Foundation Board of Directors or staff shall derive any personal profit or gain, directly or indirectly, by reason of his or her participation in the MiraCosta College Foundation (hereafter referred to as the Foundation). Each individual shall disclose to the Foundation any personal interest which he or she, or any member of his or her family, may have in any matter pending before the organization and shall refrain from participation in any decision on such matter. Some examples include conflicts may include stock ownership, business ownership or interest, and personal financial interest in a Foundation vendor. Personal Gain Statement Any member of the Foundation’s Board of Directors or staff shall refrain from obtaining any list of Foundation’s clients for personal or private solicitation purposes at any time during the term of their affiliation. In addition to my service for the Foundation, at this time I am a Board member, owner, partner, and employee or own a financial interest in the following organizations: 1 ________________________________________________________ 2 ________________________________________________________ 3 ________________________________________________________

4 ________________________________________________________

*Source: Conflict of Interest Statement This policy was adapted from The Nonprofit Policy Sampler, Second Edition by Barbara Lawrence and Outi Flynn, a publication of BoardSource, formerly the National Center for Nonprofit Boards.




Conflict of Interest Statement*

Signature Page This is to certify that I, except with regard to carrying out my duties as an officer, director or staff member of the Foundation or as described below, am not now nor at any time during the past year been: 1. A participant, directly or indirectly, in any arrangement, agreement, investment,

or other activity with any vendor, supplier, or other party doing business with the Foundation that has resulted or could result in financial benefit to me.

2. A recipient, directly or indirectly, of any salary payments or loans or gifts of any

kind or any free service or discounts or other fees from or on behalf of any person or organization engaged in any transaction with the Foundation.

Any exceptions to 1 or 2 above are stated below with a full description of the transactions and of the interest, whether direct or indirect, that I have (or have had during the past year) in the persons or organizations having transactions with the Foundation. In addition, I hereby agree to refrain from using or sharing the MiraCosta College Foundation Board roster for business or other philanthropic purposes. Signature: _________________________ Date: __________________ Printed name : __________________________



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ARTICLE VIII: Other Public Nonprofit Benefit Corporations The Foundation may control other public nonprofit benefit corporations, as provided by the Corporations Code, where those corporations have provided for such control in their articles of incorporation. As allowed by law, the Foundation shall provide joint financial statements and one audit for such controlled corporations, and the Finance Committee and Audit Committee shall serve as the finance and audit committees for such controlled corporations. ARTICLE IX: Liability No Board member of this organization shall be personally liable for the debts, liabilities, or obligations of this organization, except as provided by Corporation Code section 5230 et seq. The Foundation shall have the power and the duty to purchase and maintain insurance to the fullest extent permitted by law on behalf of its Members and Officers, against any liability asserted against or incurred in such capacity or arising out of such person's status. To the fullest extent permitted by law, this Foundation shall indemnify the members of this Board against all expenses, judgments, fines, settlements, and other amounts actually and reasonably incurred by them in connection with any legal action that rises as a result of Board majority decisions and actions of the Foundation. As used in these Bylaws, the term "expense" shall have the same meaning as is ascribed to such term in Section 5238(a) of the California Non-Profit Corporation Law. On written request of the Board by any person seeking indemnification under Section 5238(a) or Section 5238(c) of the California Non-Profit Corporation Law, the Board promptly shall determine under Section 5238(a) of the California Non-Profit Corporation Law whether the applicable standard of conduct set forth in such Section 5238(b) or 5238(c) has been met. If that standard has been met, then the Board shall authorize indemnification. If the Board cannot authorize indemnification because the number of Board members who are parties to the proceeding with respect to which indemnification is sought prevents the formation of a quorum of members who are not parties to that proceeding, then indemnification may be authorized only by the court in which such



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proceedings were pending, upon application made by the Foundation or the parties seeking indemnification or such party's attorney. ARTICLE X: Annual Reports to the Board of Trustees The Foundation shall make a report annually to the Board of Trustees of the College outlining the activities, accomplishments, challenges, and financial statements of the Foundation. Upon the acceptance vote by the Foundation Board of the annual audit, a report of the outcome of the audit shall be made to the Board of Trustees of the College. ARTICLE XI: Amendment of Bylaws Amendments to these bylaws may be recommended by the Governance and Nominations Committee following their scheduled quinquennial review of these bylaws, or by any Board member at a regular or special meeting of the Board. These bylaws may be amended or repealed and new bylaws adopted by a vote of two-thirds of the board members present at any meeting at which a quorum is present, provided notice of all proposed amendments or repeal shall have been given by mail, email or other electronic means to each board member at least five business days prior to the date of the meeting. These bylaws supersede and replace all previous versions.

Board Committees

With the exception of the Executive Committee, all committee members shall be appointed by the President and shall serve at his or her pleasure. The standing committees of the Board are Executive, Finance, Audit, and Governance and Nominations. All standing committee meetings and actions of the Board will be in compliance with the Brown Act.The Board President may by action establish ad hoc committees that he or she determines are necessary to assist the board in its responsibilities. Any ad hoc committee established by board action shall be composed solely of less than a quorum of members of the board and shall be advisory to the board. Board committees that are only advisory have no authority or power to act on behalf of the board. Findings or recommendations from these ad hoc committees shall be reported to the board for consideration. Ad hoc advisory committees are not required to comply with the Brown Act or with board policies regarding open meetings.

The Executive Committee shall consist of seven members including the President, Vice President, and Treasurer, Chair of the Governance and Nominations Committee and three additional Board members appointed by the President. The Superintendent President, the Vice President of Business and Approved by Governance and Nominations Administrative Services, and the College Associate Vice President of the Office of Institutional Advancement serve as advisors to the committee

The Audit Committee shall consist of a minimum of five Board members. One Member of the Finance Committee shall serve as non-voting member of the Audit Committee. The President and Treasurer may not serve on the Audit Committee. The College Associate Vice President of the Office of Institutional Advancement and the Vice President of Business and Administrative Services shall serve as advisors.

The Finance Committee shall consist of at least five members, one of whom shall be the Treasurer. The College Associate Vice President of the Office of Institutional Advancement and the Vice President of Business and Administrative Services shall serve as advisors.

The membership of the Governance and Nominations Committee shall consist of at least five Board members and the College Associate Vice President of the Office of Institutional Advancement who serves an advisor.

The Audit Committee shall be responsible for approving the selection of theindependent auditor of the Foundation. Audit Committee shall be responsible for recommending to the Board the retention or termination of the independent auditor and the compensation duethat auditor.

This committee shall oversee all financial, planned giving, and investment activities of the Foundation. The Finance Committee shall develop fiscal policies and procedures for approval by the Board, including the official presentation of the annual budget.

The Governance and Nominations Committee is responsible for identifying and evaluating prospective members of the Board.

Board Member Roster

MiraCosta College • Development and Foundation Office • 1 Barnard Drive, #7 • Oceanside, California 92056 • 760-795-6777

Board Members 2020-2021

Matt Adams, CFP, CPA, CDFA Lead Advisor Dowling & Yahnke, Wealth Advisors

Julie Ames Vice President of Corporate Communications, BioCom

Alec J. Babiarz, President Principal, Techfounder Consulting, LLC

Bruce Bandemer, Treasurer Principal, Bandemer Accountancy

Nina Cacioppo Realtor, Sotheby’s International Realty

Bill Cardoso, PhD Principal, Creative Electron, Inc.

Bessie Chin Retired, Owner, Brcc Investments, LLC and Chin Ciardella Properties, LLC and Founder of Advanjet

Raye Clendening, Vice President Retired Educator, Community Volunteer

Jimmy Figueroa Program Supervisor, Vista Community Clinic

Greg Grajek, CWS, CRPC Senior Vice President, Excel Wealth Management

George Karetas Retired, Premier Food Services

Janice Kurth, MD, PhD Independent Consultant Community Volunteer

Stephen “Hap” L’Heureux Principal, Law Offices of Stephen M. L’Heureux

David McGuigan VP Marketing and Business Development, Stemedica Cell Technologies, Inc.

Karen Pearson, Retired & Community Volunteer San Diego North County Economic Council

Sudershan Shaunak Director, Small Business Development Center

Tim Snodgrass Senior Vice President, Arete Wealth Management

Denise Stillinger Biology Professor, MiraCosta College

Valencia Warren-Saadat Retired Officer, Oceanside Police Department

Janet Wennes Partner, JL Wennes CPA’s

Sharon Wiback, PhD Independent Contractor

Karen Wilson Executive Director, Doris A. Howell Foundation

Annual Planning Session Goals


FY 2020-2021 Smart Goals

1

Goal 1: Enlarge Board Membership Specific:

• Grow board to 24 members (currently 22 members).

Measureable: • Goal is met if 24 board members are seated on

June 30, 2021.

Attainable:

• District has eight current prospects on the list and number of potential board prospects.

• Relevant:• We need additional members to fill committee assignments.

Relevant: • Ensures enough members to fill current

committee positions.

Timed Oriented: • Governance and Nomination (G&N) Committee will review present

prospect names: Q1 meeting• Executive Director (ED) and member of board leadership interview

approved prospects prior to Q2 meeting• ED Present top candidates to G & N Committee: Q2 meeting• Staff will complete processes necessary for slate creation between Q2

and Q3• Exec. Committee and Full Board vote on new slate: Q3 meeting

Goal 2: Support the Comprehensive Campaign Specific:

• Empower all Board Members to participate in the Comprehensive Campaign.

Measureable:

• Staff will assist each Board Member in documenting their Board participation story.

• Each Board Member will introduce or facilitate 5 introductions to business leaders or foundation leaders to be a part of the Comprehensive Campaign.

• Each Board Member will give a monetary contribution to the Comprehensive Campaign.

• Each Board Member will participate in at least one fund raising activity.Attainable:

• Sub goals are attainable for each individual Board Member.

• Empowers each board member to be an active member of the campaign.

Timed Oriented:

• By the end of Q1 each Board Member will work with a staff member to have created a personal story.

• By the end of Q2, each Board Member will have donated to the campaign or determined how much they will give.

• By the end of Q3 each Board Member will have turned in a list of the introductions to staff and campaign leadership.

• By Q4 each board member will have participated in a fundraising activity for the campaign.


FY 2020-2021 Smart Goals

2

Goal 3: Support Student Success and Equity Efforts

Specific:

• The Foundation will supplement the funding gap for student support grants up to$50,000 and will provide up to $20,000 in funding to help ACP Student Success Teams creatively engage and retain students in order for MCC to achieve a 20% increase in graduation rates.

Measureable: • ED to monitor and allocate Foundation’s funding of Student Support

Grants and ACP Student Success Teams to be on track for a 20% Increase the number of students who complete an education plan by the end of fiscal year 2020-2021 that result in higher graduation rates in 3 years’ time

Attainable: • This is an attainable goal for the Foundation based

on reserves.Relevant:

• Identified marginalized students will complete and follow an education plan which will lead to higher graduation rates.

Timed Oriented: • Fiscal year 2020-2021

Goal 4: Support College’s Effort to Grow Partnerships

Specific: • The MiraCosta Foundation Board will reach a better understanding of

how to support MiraCosta programs that are focused on the needs of the local workforce.

Measureable: • The Board will schedule information sessions with TCI, Career Ed, Social

Work, etc…programs to gain a better understanding of their work and their needs.

• The Board will reach out to companies and let them know that there are students who can work via paid internships, etc…

• The Board will develop a “Workforce for the Future” Committee.Attainable:

• This is an attainable goal for the Foundation Board given the ease with which this information can be acquired and how effective the Board has been in providing assistance to MiraCosta programs in the past.Relevant:

• The Board will gain a much deeper programmatic understanding of TCI, Career Ed, Social Work, etc… programs currently work and current needs and will be able to develop a plan to assist programs/departments based on that information.

Timed Oriented:

Q1 & Q2: Information distribution (TCI, Career Ed, Social Work, etc…). Q3: Review information Q4: Decide how the Board can support

Appendix

• Forms and Policies• Committee Assignments• Financial Documents• How to Propose a New Board

Member• Maps & Directions• Certificate of Liability Insurance• Form 990• At A Glance Fact Sheet• Sue Kubik 2016 Evaluation• Interpretation of Brown Act Fact Sheet• Historical Documents

Forms and Policies

Investment and Spending Policy

Adopted 11/17/2016


Finance Committee Approval of the above policy 11/10/2016 Adopted by the Foundation Board on 11/17/2016

I. Introduction

The MiraCosta College Foundation (hereafter the “Foundation”) was created to provide perpetual financial support to MiraCosta College (hereafter the “College”). This policy is intended as a basic guide for safeguarding and managing the Foundation’s assets including the development of spending goals, investment strategies (including asset allocation) and investment performance review and reporting.

Foundation assets will collectively comprise the “Portfolio”. The Portfolio’s assets will normally be held in one of two subordinate portfolios (or pools). These are (1) the “Reserve Portfolio” and (2) the “Endowment Portfolio”.

Assets in the Reserve Portfolio are those intended for use “on demand”. Investments in this portfolio require liquidity and preservation of capital as primary objectives. Only high-quality short –term investment vehicles are appropriate for this portfolio.

Assets in the Endowment Portfolio are intended to preserve real (inflation adjusted) purchasing power while providing a relatively predictable, stable, and constant (inflation adjusted) stream of income; consistent with the Foundation’s spending guidelines (reference section V).

II. Role of the Finance Committee and the Foundation Board

The Foundation Board (hereafter the “Board”) has a fiduciary responsibility to comply with the restrictions imposed by the donors of endowment funds. The Board also has a legal responsibility to ensure that the management of endowment funds is


Adopted 11/17/2016

in compliance with the Uniform Prudent Management of Institutional Funds Act (UPMIFA).

The Finance Committee of the Foundation Board (hereafter the “Committee”) acts in a fiduciary capacity with respect to the Portfolio, and is accountable to the College and the Board for overseeing the investment and safeguarding of all assets owned by, or held in trust for, the Portfolio.

Foundation Management (hereafter “Management”) is defined as the Foundation’s Executive Director who oversees endowment accounting and makes recommendations to the Committee.

A. This investment Policy Statement sets forth the investment objectives,distribution policies, and investment guidelines that govern the activities of theCommittee and any other parties to whom the Committee has delegatedinvestment management responsibility for Portfolio assets.

B. The investment policies for the Foundation contained herein have beenformulated consistent with the College’s anticipated financial needs and inconsideration of the College’s tolerance for assuming investment andfinancial risk, as reflected in the majority opinion of the Committee.

C. Policies contained in this statement are intended to provide guidelines, wherenecessary, for ensuring that the Portfolio’s investments are managedconsistent with the short-term and long-term financial goals of the Foundation.At the same time, they are intended to provide for sufficient investmentflexibility in the face of changes in capital market conditions and in thefinancial circumstances of the Institution.

D. The Committee will review this Investment Policy Statement at least once peryear. Changes to this Investment Policy Statement can be made only byaffirmation of a majority of the Committee, and final Board approval. Writtenconfirmation of the changes will be provided to all Committee members and toany other parties hired on behalf of the Portfolio as soon thereafter as ispracticable.

E. Standard of Fiduciary Care. The primary and constant standard for makinginvestment and spending decisions for all Portfolio assets is the “PrudentPerson Rule” which states that “the members of the governing board shall actwith the care, skill, prudence, and diligence under the circumstances thenprevailing a prudent person acting in a like capacity and familiar with thesematters would use in the conduct of an enterprise of like character and withlike aims to accomplish the purposes of the institution” in compliance withUniform Prudent Management of Institutional Funds Act.


Adopted 11/17/2016

III. Manager Selection

Investment management of the Portfolio (including its constituent pools) shall be recommended by the Committee for approval by the Board based on a selection process as established by the Committee. The Committee may elect to appoint a single manager for the Reserve Portfolio and the Endowment Portfolio or separate managers for each. The Committee may also elect to manage the Reserve Portfolio itself. In addition to evaluating a manager’s historical performance compared to appropriate benchmarks, a manager’s ethical standards, financial viability, organizational structure, experience of key personnel, and investment philosophy will also be reviewed.

IV. Investment Objectives

A. The Endowment Portfolio. The Endowment Portfolio is to be invested with theobjective of preserving the long-term, real purchasing power of assets whileproviding a relatively predictable and growing stream of annual distributions insupport of the institution. The attainment of this broad objective will provide abalance between current spending needs of the Foundation and the need topreserve the purchasing power of the endowment for future generations.

B. The Reserve Portfolio. Assets apportioned to the Reserve Portfolio are to beinvested with the objective of security of principal and short term liquidity.

V. Spending Policy

A. Foundation spending shall be funded from these sources: Current undesignated gifts (not designated as endowments), An annual endowment management fee (presently 1.5%)

assessed on total Endowment Portfolio assets), and Partial distributions of net investment income (from interest or

dividends) or net realized capital gains from the EndowmentPortfolio

Short term deficiencies or excess of cash needs may bebalanced by withdrawals from/deposits to the Reserve Portfolio.Cash accumulations from earnings and capital gains thatexceed the approved spending budget for any year will bereinvested.

B. Purpose of Spending. The Foundation exists to support theeducational needs of the College. Consistent with prudent financialstewardship, the Foundation will spend its income each year for the


Adopted 11/17/2016

purposes designated and/or approved by its Board. This will include a portion (1.5% endowment management fee) designated for the foundation’s business operations, fundraising and other work of the Foundation and a percentage set by the Board (currently 4%) for charitable purposes. Thus, the current spending rate is 5.5%. Endowment Portfolio earnings in excess of the Board established spending rate will be reinvested in the Endowment Portfolio to protect the endowment’s purchasing power from one generation to the next.

C. Limitations on Spending -- General Policy. In general, currentspending will not be funded by accessing the principal corpus of theEndowment Portfolio. The distribution of Endowment Portfolio assetswill be permitted to the extent that such distributions do not exceed alevel that would erode the Foundation’s real assets over time. TheCommittee will seek to reduce the variability of annual Foundationdistributions by factoring past spending and Portfolio asset values intoits current spending decisions. The Committee will review its spendingassumptions annually for the purpose of deciding whether anychanges therein necessitate amending the Foundation’s spendingpolicy, its target asset allocation, or both.

D. Establishing the Spending Rate. The Committee will review andrecommend the annual spending rate to the Board within 60 daysfollowing the end of each calendar year. The Foundation presentlyseeks to maintain an annual spending rate of no more than 5.5% ofthe 3-year trailing average of the Endowment Portfolio (valued onDecember 31 of each year.) Any excess earnings will be re-investedinto the Endowment Portfolio. An endowment management fee of1.5% will be assessed first, then a maximum of 4% will be used forcharitable purposes as designated by the donor or determined by theBoard. (See Appendix 1 for related administrative procedures.)

E. Adjusting the Endowment Management Fee. The Committee has theoption of adjusting the endowment management fee up to the UniformPrudent Management of Institutional Funds Act mandated maximumof 2%. The Committee also has the option of reducing the fee as longas the resulting fee income to the Foundation is adequate to fully fundoperational and employee costs. (See Appendix 1 for relatedadministrative procedures.)

F. Maintaining an Operational Reserve. Recognizing that stability andcontinuity are important to good management and administration, theManagement will seek to hold an operational reserve such that indown market years reductions in business operations and layoffs are


Adopted 11/17/2016

unnecessary. In addition, Management will aim for a stable budget, and when necessary, plan for significant increases or cuts to the budget to meet extraordinary one-time costs.

VI. Portfolio investment policies

A. Diversification – All Portfolios

1. Diversification across and within asset classes is the primary means bywhich the Committee expects the Portfolio to avoid undue risk of largelosses over long time periods. To protect the Portfolio againstunfavorable outcomes within an asset class due to the assumption oflarge risks, the Committee will take reasonable precautions to avoidexcessive investment concentrations. Specifically, the followingguidelines will be in place:

a) With the exception of fixed income investments explicitlyguaranteed by the U.S. Government, no single investmentsecurity shall represent more than 5% of total Portfolio assets.

b) With the exception of passively managed investmentvehicles seeking to match the returns on a broadly diversifiedmarket index, no single investment pool or investment company(mutual fund) shall comprise more than 20% of total Portfolioassets.

c) With respect to fixed income investments, for individualbonds, the minimum average credit quality of these investmentsshall be investment grade (Standard & Poor’s BBB or Moody’sBaa or higher).

2. Other Investment Policies. Unless expressly authorized by theCommittee, the Portfolio and its investment managers are prohibitedfrom:

a) Purchasing securities on margin or executing short sales.

b) Pledging or hypothecating securities, except for loans ofsecurities that are fully collateralized.

c) Engaging investment managers who promise to engage insuch practices.

B. Asset Allocation-General


Adopted 11/17/2016

1. The Committee recognizes that the careful allocation of Portfolioassets among financial asset and sub asset categories with varyingdegrees of risk, return, and risk-return correlation will be the mostsignificant determinant of long-term investment returns andachievement of Portfolio objectives for each of the Foundation’sPortfolios.

2. The Committee expects that actual returns and return volatility mayvary from expectations and return objectives across short periods oftime. While the Committee wishes to retain flexibility with respect tomaking periodic changes to the Portfolio’s asset allocation, it expectsto do so only in the event of material changes to the Foundation, to theassumptions underlying Foundation spending policies, and/or to thecapital markets and asset classes in which the Portfolio invests.

C. Asset Allocation Policy-Specific to the Endowment Portfolio

1. Foundation assets comprising the Endowment Portfolio will bemanaged as a balanced portfolio composed of two major components:an equity portion and a fixed income portion. The expected role ofequity investments will be to maximize the long-term real growth ofEndowment Portfolio assets, while the role of fixed income investmentswill be to generate current income, provide for more stable periodicreturns, and provide some protection against a prolonged decline inthe market value of the Endowment Portfolio’s equity investments.

2. Cash investments will, under normal circumstances, only beconsidered as temporary holdings in the Portfolio, and will be used forFoundation liquidity needs or to facilitate a planned program of dollarcost averaging into investments in either or both of the equity and fixedincome asset classes.

3. Exhibit A ( below) presents the long-term strategic asset allocationguidelines, presently determined by the Committee to be the mostappropriate for the Endowment Portfolio, given the Foundation’s long-term objectives and short-term constraints.

D. Asset Allocation Policy-Specific to the Reserve Portfolio

1. Exhibit B, (below) shows the asset allocation presently recommendedby the Committee for the Reserve Portfolio.


Adopted 11/17/2016

E. Rebalancing

1. It is expected that the Endowment Portfolio’s actual asset allocationwill vary from its target asset allocation as a result of the varyingperiodic returns earned on its investments in different asset and subasset classes. The Endowment Portfolio will be rebalanced to its targetnormal asset allocation under the following procedures:

2. The investment manager will use incoming cash flow (contributions) oroutgoing money movements (disbursements) of the Portfolio or realignthe current weightings closer to the target weightings for the Portfolio.

a) The investment manager will review the Portfolio quarterly todetermine the deviation from target weightings. During eachquarterly review, the following parameters will be applied:

i. If any asset class (equity or fixed income) withinthe Portfolio is +/-5 percentage points from itstarget weighting, the Portfolio will be rebalanced.

ii. If any fund within the Portfolio has increased ordecreased by greater than 20% of its targetweighting, the fund will be rebalanced.

iii. The investment manager may provide arebalancing recommendation at any time.

3. Performance shall be measured on a total return, time-weighted basisand presented for the most recent quarter, year-to-date, and thetrailing years, three years, and five years. Performance for periodsgreater than one year shall be expressed on an annualized basis. Tofacilitate performance comparisons, investment results should beexpressed both gross and net of fees.

4. The specific performance objective is to attain, within acceptable risklevels, an average annual long-term total return that meets or exceedsthe sum of the Foundation’s spending rate plus inflation (as measuredby the CPI, consumer price index) plus investment management andrelated fees. In cases where the Foundation is appointed trustee of acharitable trust, the investment objective is to achieve a return thatsatisfies the distribution rate while retaining as much corpus aspossible.


Adopted 11/17/2016

F. Reporting

Investment reports shall be provided by the investment manager(s) on a (calendar) quarterly basis or more frequently if requested by the Committee. Each investment manager is expected to be available to review portfolio structure, strategy, and investment performance annually with the Investment Committee.

(EXHIBIT A) Asset Allocation Guidelines for the “Endowment Portfolio”

ASSET CLASS Conservative Limit

Target Allocation

Aggressive Limit

Equities

U. S. Equities

International Equities

36%

24%

45%

30%

48%

32%

Total Equities 60% 75% 80%

Fixed Income

U.S. Fixed Income

International Fixed Income

28%

12%

17.5%

7.5%

14%

6%

Total Fixed Income 40% 25% 20%

Cash and Cash Equivalents 10% 0% 0%

Exhibit A approved by Finance Committee on 11/10/2016

Approved by the Foundation Board on 11/17/2016


Adopted 11/17/2016

(EXHIBIT B)

Asset Allocation Guidelines for the “Reserve Portfolio”

Asset Class Sub-Asset Class Target Allocation

Equities 50.00%

Domestic (U.S.) Equities 25.00% International (Non U.S.) Equities 15.00% Global Equity 10.00%

Fixed Income 50.00%

Domestic (U.S.) Investment Grade 35.00% International (Non U.S.) Bonds 15.00%

Total 100.00%

Exhibit B approved by Finance Committee on 11/10/2016

Approved by the Foundation Board on 11/17/2016

Investment and Spending Policy Adopted 11/17/2016

Appendix 1 Administrative Procedures for providing to the Committee the Information they

Need to Establish the Spending Policy Established by Management: 11/10/2016

1. Within 60 days following the end of the calendar year, Management will provide to theFinance Committee the following information:a. Rate of returns on the Endowment Fund for each of the three previous calendaryearsb. Recommended spending rates based on the three-year trailing average value for theEndowment Fund and normal accounting procedures. The recommendations willinclude:i. Endowment management fee, not to exceed to 2% (currently 1.5%)ii. Recommended charitable purpose spending rate that is compliant with prudentmanagement and industry best practices.2. The process for allocating endowment earnings are as follows:a. In accordance with Board policy, the endowment management fee (currently set at1.5%) is allocated first to the operational fund for theFoundation.b. Funds are secondly allocated for charitable purposes (currently set at4%) as designated by the donor or for allocation by the Board.c. The calculation that is currently used to establish the Foundation maximum spendingis as follows: 1.5% (endowment management fee+ 4% (charitable purpose allocations) = 5.5% (maximum spending limit as establishedby policy)3. When earnings are below the Board’s established spending limits:a. If the three-year average growth rate of the Endowment Portfolio were to decline, and5.2% was determined to be the prudent maximum spending rate, the calculation toderive charitable spending would be:5.2% (earnings) – 1.5% (endowment management fee) = 3.7% for charitable purposeallocations.4. Adjusting the endowment management fee: In the unusual occurrence whenendowment portfolio earnings drop below 5.5%., the Finance Committee may considerreducing the 1.5% endowment management fee, so long as the funding provided is

Investment and Spending Policy Adopted 11/17/2016

adequate to fully fund the Foundation’s business and operating costs, including essential and productive staff positions. If the management fee is to be reduced, the reduction should be proportional. Here is an example: a. The 1.5% endowment management fee expressed as a percentage of the 5.5distribution is 27.27% (1.5%/5.5% = 27.27%) Therefore, if the earnings were to declineto 4.9% and the Committee agreed to proportionally reduce the management fee, thecalculation would be as follows, (4.9% x 27.27%) / 100 = 1.34%. This would provide a1.34% spending rate for charitable purposes.

MiraCostaCollege

Foundation

Cash Deposit & Withdrawal Procedures(This document adopted by the Finance Committee on 02/15/2018)

(Reviewed and endorsed by the Executive Committee of the Foundation on 02/15/2018)

I. INTRODUCTIONThis document sets forth administrative procedures intended to promoteresponsible administration, control and movement of cash into, among andfrom the various operating, reserve and investment accounts of the MiraCostaCollege Foundation. (This “Procedures” document does NOT address decisionsregarding the specific ways or places that funds are invested or conserved. Forguidance on these matters, the reader is directed to the Foundation’sseparate , more comprehensive document entitled, “Investment and SpendingPolicy”)

II. PROCEDURES.A. Operations Reserve/Cash Forecasts. Quarterly, the Foundation’s Directorand Finance Committee chair will determine if funds need to be transferredfrom the Operations Reserve Account (Vanguard) into local operating accounts(e.g.,Union Bank) to meet upcoming cash needs. Alternatively, if cash on-handin operating accounts exceeds forecast needs, it should be transferred to eitherLAIF or the Vanguard Operations Reserve account. Quarterly adjustments foroperating needs will normally not come from the Endowment Account(s).

B. Deposits to the Endowment Account. All new contributions designated forthe Endowment portfolio are promptly and regularly deposited to theFoundation’s operating account(s) and earmarked for near-term transfer to theEndowment Fund Account at Vanguard. Gifts that exceed $25,000.00 in liquidfunds must be transferred to Vanguard within 10 days of receipt. Gifts of lesseramount may be held for aggregation with other gifts received during a calendarmonth but must be deposited with Vanguard within 15 days following the end ofeach calendar month.

page 1 of 2

C. Visibility of Deposits In/Withdrawals Out. To promote and facilitatetransparency and traceability of transactions in the Endowment Account,deposits to the Endowment Account will be separate from requests forwithdrawals from the Endowment Account. (The full amount of deposits andwithdrawals are to be visible as separate transactions in regular Vanguard“Activity” statements and not “netted” into a single deposit/withdrawal.)

D. Cash Withdrawals from the Endowment Accounts. Timing. Calculation ofthe Endowment Management Fee charges and Endowment Account earnings willnormally be performed once per year at a consistent time, preferably within 60days following the end of the December quarter. (This timing accommodatesthe need to transfer funds to the operating account(s) for Scholarships andother recurring programs of the Foundation.) At that time, and subject to theapproval procedure set forth below and in the Foundation’s Spending Policy,withdrawals from the Endowment Account are permitted.

E. Approval of Cash Withdrawals. Requests for cash withdrawals from theEndowment Account must be initiated by the Foundation Director AND requirethe written approval of the Foundation’s Finance Committee Chair. To assureprior awareness and concurrence, any letter to Vanguard that authorizeswithdrawal from the Endowment Account will bear two signatures, namelythose of the Foundation’s Director AND the Finance Committee Chair. Letterswill be transmitted via USPS or Fax (not email). Signatures will be “wet ink”signatures; facsimile stamps are not to be used. Signers will carefully verifythe bank and account number to which the funds are to be transferred.

F. Signature Authority Directives. The Foundation Director and FinanceCommittee Chair are responsible for insuring that signature-authority directivesto Vanguard (or other institutions holding Foundation funds) are in compliancewith this procedure and are kept current.

page 2 of 2

MiraCosta College Foundation 1 Barnard Drive MS#7

Oceanside, CA 92056 760.795.6777

foundation.miracosta.edu

MiraCosta College Foundation 1 Barnard Drive MS#7

Oceanside, CA 92056 760.795.6777

foundation.miracosta.edu

SOLICITATION AND ACCEPTANCE OF GIFTS POLICY

Background and Purpose

The Office of Development of MiraCosta College (the “College”) and the MiraCosta College Foundation (the “Foundation”) are responsible for the following:

Coordinating the College's outreach programs to alumni, the community,business and industry, and private agencies with the aim of helping the Collegeachieve its goals so that academic quality and service to the region can bemaintained and advanced.

Managing the acceptance and processing of all gifts made to the College andmaintaining all donor records.

This policy statement has been adopted by the Foundation Board of Directors (the “Board”) to provide general information about the criteria and framework by which donations may be accepted or recommended to the Board for acceptance. This information should not be interpreted as legal advice, nor is this policy intended to override current IRS code and regulations.

The Foundation is an IRS-qualified, Section 501(c)(3) tax-exempt charitable-educational organization. The state of California has classified the Foundation as a nonprofit public-benefit corporation under the Nonprofit Corporation Law.

General Policy

A. Only gifts, bequests, devises, endowments, trusts, and similar funds that furtherthe mission of the College and are designed for use by the College or theFoundation for College-related programs or projects may be considered foracceptance.

B. Except as provided below, the Associate Vice President, InstitutionalAdvancement, or her/his designee, has authority to accept gifts or related fundsand instruments designated by the donor/grantor 1) for purposes or usespreviously approved by the Board or 2) for established, instructional or supportprograms and functions of the College authorized by the College President orher/his designee.

C. Gifts that are exceptions to these policies may be submitted for consideration tothe College President or designee and the Associate Vice President, InstitutionalAdvancement.

SOLICITATION AND ACCEPTANCE OF GIFTS POLICY PAGE 2

Approved and adopted: 10/30/2008; 2/9/2012; 2/13/2014

Special Gifts Acceptance

New College programs or donations involving a substantial or unique obligation of the Foundation shall be submitted to the College President or designee and the Associate Vice President, Institutional Advancement for review and consideration as to acceptability and conformance with College regulations (particularly California Code of Regulations Section 42500(c) regarding real property, if applicable) and then to the Board for approval.

Gifts of Tangible Personal Property and Equipment (Gifts-In-Kind)

A. Prior to acceptance of donations of personal property or company product, otherthan books or materials donated to the Library, the following information aboutthe proposed donation must be provided on/or accompany the Gift-In-Kind formwith required signatures:1. Description of item(s)2. Estimated value of gift3. Area in which item is to be used and/or stored4. Proposed use of item, or plan to convert asset5. Restrictions on gift6. Specifics as to the funding of any related expenditures, both initial and on-

going

B. Acceptance1. Gifts of tangible, personal property (e.g., artwork, antiques, furniture,

automobiles) are accepted only upon written approval by the CollegePresident or designee and the Associate Vice President, InstitutionalAdvancement. Such acceptance shall be based upon a reasonable plan touse, sell or otherwise convert the property to a usable asset.

2. Gifts of equipment related to the academic mission of the College shall beaccepted only upon written approval by the College President or designeeand the Associate Vice President, Institutional Advancement.

3. Gifts of books, documents, art objects, artifacts, and related materials tobe housed in the Library are accepted only upon written acknowledgmentby the Dean of Library or her/his designee.

4. Items to be used for resale or auctioning for fundraising purposes are tobe deemed acceptable and received by a College Development Officer.The Gift-in-Kind Form for Fundraising Events is to be used fordocumenting receipt of these gifts.

5. Gifts of software are to be received only upon written approval of theCollege President or designee and the Associate Vice President,Institutional Advancement.



C. Valuation

1. For donations valued in excess of $5,000 the donor is responsible foracquiring a qualified appraisal. The donor should submit an appraisal withthe Gift-in-Kind form.

2. Donors are responsible for determining the value of donated tangibleproperty with values of less than $5,000 for purpose of charitabledeductions related to their personal tax filings.

3. Gifts of software are to be valued according to the following Collegepolicy:a. Book the educational discount price, which is the price the college

would have paid for the product using its educational discount ifapplicable.

b. Only the license value (using the educational discount if applicable)of the software is to be booked. The number of seats is not to beconsidered in determining the value.

c. Any fee charged to the campus or department for the license is tobe deducted from the total gift value booked.

d. No software gift should be booked for more than three years whenreceived as a multi-year gift.

e. If the donor provides IRS Form 8283, book the gift according to theForm, unless the amount is known to be more than the educationaldiscount.

4. The acceptance of a gift does not indicate the Foundation's or theCollege's agreement with the valuation provided by the donor or theappraisal.

D. Resale or Usage1. If donated property in excess of $5,000 is sold, exchanged or otherwise

disposed of within two years of receipt, an information return must be filedwith the IRS by the Foundation.

2. The department utilizing the donated property is responsible for arrangingtransfer, receipt, and maintenance and storage of the equipment.

Gifts of Real Property

A. Prior to acceptance, gifts of real property must:1. Have a completed and satisfactory title search for residential property and

a satisfactory Phase I Environmental Site Assessment for commercial andother non-residential property.



2. Include a recent, qualified appraisal no older than six months.3. Be approved in writing by the College President where the amount of the

property transaction is $250,000 or more.

B. AcceptanceGifts of real property are accepted only upon approval in writing by the CollegePresident or designee and the Board, based upon the outlined criteria foracceptable property and based upon a reasonable plan to use, resell, orotherwise convert the property to a usable asset.

C. Generally, real property gifts which are not acceptable include:1. Property with no resale value or that is not eminently resalable.2. Property that is mortgaged or in some other way indebted or if it would

incur unreasonable or unacceptable expenses or risks once accepted.

D. Valuation1. Property will be accepted at the appraised value as of the date of

acceptance based upon the qualified appraisal no older than six months.2. The College and the Foundation have no responsibility for affixing value to

any gift on behalf of the donor. The donor will bear the costs of thequalified appraisal.

E. Resale or Usage.1. Property to be held.

a. Property intended to be held must be held as a College orFoundation asset.

b. Its use must be implemented within the guidelines of the CampusMaster Plan or the Foundation's Business Plan.

2. Property to be solda. All property to be sold will be sold by the Foundation, the Office of

Fund Development or a selected agent.b. Costs of the sale of property will be deducted from the sale

proceeds.c. If property is accepted in trust, the donor may be asked to make

additional gifts to cover any additional costs that cannot bededucted from the sale proceeds.

Gifts of Securities, Limited Partnerships and Other Intangible Property

A. AcceptanceGifts of securities meeting the criteria below will be accepted:



1. Gifts of readily marketable (publicly traded) securities.2. Gifts of securities which are not readily marketable (publicly traded) under

the following conditions:a. Gifts of closely held corporate stock will be accompanied by a

qualified appraisal of the stock's value as supplied by the donor.b. The stock’s sale can only be restricted for the length of time agreed

upon by the College and the donor at the time of the gift.c. Gifts of bonds and other securities or papers that require a

“holding” period or have a maturity date will be accepted.Gifts of securities meeting the criteria below will not be accepted: 1. Securities which could create a liability to the College or the Foundation.2. Securities which, by their nature, may not be assigned (e.g., series "E"

bonds).3. Securities which, upon investigation, have no apparent value.

B. Valuation1. Gifts of readily marketable securities will be valued in accordance with IRS

code and regulations.2. Gifts of securities which are not readily marketable will be valued based

upon the qualified appraisal supplied by the donor as of the day ofacceptance and in accordance with IRS code and regulations.

3. Resale or usagea. Gifts of readily marketable securities will be converted to cash as

soon as possible. If market conditions at the time of the gift favorholding the instruments until a more appropriate time for liquidation,Board approval must be obtained.

Gifts of Life Insurance

A. Prior to acceptance of donations of insurance policies naming the Foundation asowner or beneficiary, the following information about the proposed donation mustbe provided.1. Description of the type of life insurance policy2. Face value3. Premium payment schedule4. Interest or dividend rate5. Age of insured(s)6. Purpose of gift



B. In general, insurance policies must meet the following conditions:1. Insurance with cash value, which is fully paid up:

a. Donor must agree for policy to be cashed in immediately for itscash surrender value.

b. The Foundation must be named the owner (not just beneficiary) ofthe policy.

2. Insurance with cash value, which is partially paid on or which no paymentshave been made at the time of the gift:a. Gift must have a cash value of at least $1,000.b. The Foundation must be named as the beneficiary.c. Donor must make a written pledge to continue paying the premiums

on the policy.d. If no payment is received from the donor within sixty (60) days of

the premium due date, the Foundation shall determine whether tocontinue the policy in force or surrender for its cash value.

3. Term lifea. The Foundation must be named as the owner or beneficiary.b. Donor must make a written pledge to continue paying the premiums

on the policy.c. If no payment is received from the donor within 30 days of the

premium due date, the Foundation may continue to pay premiumson the policy at its option or the policy will be allowed to lapse.

C. AcceptanceGifts of life insurance will be accepted upon written approval by the CollegePresident or designee and the Associate Vice President, InstitutionalAdvancement.

D. Valuation1. College recognition will be given equal to annual premiums made by

donor if the Foundation owns the policy.2. The value of paid-up life insurance gifts will be recorded and reported at

cash surrender value rather than face value of the policy, in accordancewith Council for the Advancement and Support of Education/ NationalAssociation of College and University Business Officers guidelines.

Charitable Remainder Trusts (Unitrust, Annuity Trust, Lead Trust)

A. AcceptanceCharitable remainder trusts (unitrust, annuity trust, lead trust) are acceptableunder the following conditions:1. When the gift's vehicle irrevocably transfers the remainder interest of the

asset's value to the MiraCosta College Foundation upon the following:



a. Death of the named income beneficiariesb. End of a specified term of no more than 20 years

2. Donor can name himself or herself and/or others as income recipients,with payments payable concurrently or consecutively.

3. Donor cannot stipulate in the trust agreement that the original assetsplaced in the trust be retained for the life of the trust.

B. Minimum Funding Level1. The minimum suggested amount to establish a charitable remainder trust

shall be $100,000.2. Should other factors indicate an exception would be in the best interests of

the College or the Foundation, the amount of the initial gift may be lessthan $100,000 with prior College President and Board approval.

C. Minimum Age Levels1. The minimum age of beneficiaries of all life income gifts is 55 years of age

at the time payments begin.2. For trusts of terms of years, the minimum age requirement and payment

rate are subject to negotiation with acceptance by the College Presidentand the Associate Vice President, Institutional Advancement.

D. Rate of Payment1. The fixed percentage cannot be less than the amount allowed by current

IRS code and regulations and is established when the trust is created andcannot be changed. The maximum payment limitations are dependentupon the ages of the beneficiaries, types of trust, anticipated investmentstrategy and prevailing economic conditions.

2. The fixed percentage rate can be suggested by the donor but is subject tonegotiation. However, rates higher than 8 percent require CollegePresident or designee and Board approval.

3. The Foundation will periodically review the administration and incomedistribution activities of charitable trusts.

4. There shall be no more than two generations of income beneficiaries.

E. Funding Assets1. Gifts of cash and appreciated securities are appropriate for these

charitable trusts.2. Gifts of real estate or other non-liquid assets may be appropriate when the

net income from the real estate or other non-liquid assets exceeds therequired payout or when the trust document incorporates make upprovisions.


Committee Assignments

Committee Meeting and Events Calendar

FY 20/21 Committee Assignments

Revised April 22, 2021

Executive Committee - Standing Alec J. Babiarz - President, Chair Bruce Bandemer - Treasurer Raye Clendening - Vice President Julie Ames Sudershan Shaunak David McGuigan Dr. Janice Kurth 7**

Audit Committee - Standing Tim Snodgrass Chair Sudershan Shaunak Matthew R. Adams Nina Cacioppo5*

Finance Committee - Standing Bruce Bandemer - Chair Greg Grajek George Karetas - Audit Matthew R. Adams Sharon Wiback5*

Nominations/Governance Committee - Standing Sudershan Shaunak - Chair Hap (Stephen M.) L’Heureux Denise Stillinger Val Saadat Sharon Wiback5*

Business Roundtable Committee - Ad Hoc Greg Grajek – Chair Julie Ames Dr. Bill Cardoso Dr. Sharon Wiback Ted Owen

Comprehensive Campaign Committee - Ad Hoc David McGuigan – Chair Greg Grajek Dr. Janice Kurth Val Saadat Karen Wilson Karen PearsonJimmy Figueroa

Alumni Committee - Ad Hoc Nina CacioppoMr. Bill Cardoso Tim Snodgrass – Chair Jimmy Figueroa Denise Stillinger

Innovation Grants & Scholarship Committee - Ad Hoc Bessie ChinJanet WennesHap (Stephen M.) L’Heureux - Chair Val Saadat – Vice Chair Denise Stillinger

Innovation Grants & Scholarship Reading - Task Force All Board Members

Finance Committee Administration Costs Recovery Policy - Task Force Bruce Bandemer Greg Grajek Tim Flood - MCC Staff

Measure M.M. Oversight Representative Alec J. Babiarz

Green = unverified assignments, Purple = Non-board member* Number shows minimum number of members assigned to the committee per the bylaws**This committee cannot surpass 7 members per the bylaws

FOUNDATION BOARD ELECTION CYCLE CALENDAR

updated: 9/15/2020

Yellow Cells are for Input Orange Cells (2.5) 2nd term Pink Cells Term out following year1=Slated for First Term Election

2=Start of 2nd term -- Slated for Second Term Election 30 days prior to the beginning of this FYAs of: 3=Termed out

Jul-18 FY Start Date = Jul-19 Jul-20 Jul-21 Jul-22 Jul-23 Jul-24 Jul-25 Jul-26 Jul-27 Jul-28 Jul-29 Jul-30 Jul-31

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-2 Mathew Adams Adams, Mathew Feb-20 Jul-20 N/A 1.00 1.25 1.50 1.75 2.00 2.25 2.50 2.75 Termed Out Available Available Available6 Julie Ames Ames, Julie Sep-12 Jul-17 1.50 1.75 2.00 2.25 2.50 2.75 Termed Out Available Available Available Available Available Available7 Alec Babairz Babairz, Alec Nov-11 Jul-16 1.75 2.00 2.25 2.50 2.75 Termed Out Available Available Available Available Available Available Available

18 Bruce Bandemer Bandemer, Bruce Jan-00 Jul-16 1.75 2.00 2.25 2.50 2.75 Termed Out Available Available Available Available Available Available Available-2 Nina Cacioppo Cacioppo, Nina Feb-20 Jul-20 N/A 1.00 1.25 1.50 1.75 2.00 2.25 2.50 2.75 Termed Out Available Available Available0 Bill Cardoso Cardoso, Bill Jul-18 Jul-18 1.25 1.50 1.75 2.00 2.25 2.50 2.75 Termed Out Available Available Available Available Available-2 Bessie Chin Chin, Bessie Feb-20 Jul-20 N/A 1.00 1.25 1.50 1.75 2.00 2.25 2.50 2.75 Termed Out Available Available Available3 Raye Clendening Clendening, Raye Jan-15 Jul-17 1.50 1.75 2.00 2.25 2.50 2.75 Termed Out Available Available Available Available Available Available0 Jimmy Figueroa Figueroa, Jimmy Jul-18 Jul-18 1.25 1.50 1.75 2.00 2.25 2.50 2.75 Termed Out Available Available Available Available Available2 Greg Grajek Grajek, Greg Nov-16 Jul-18 1.25 1.50 1.75 2.00 2.25 2.50 2.75 Termed Out Available Available Available Available Available3 George Karetas Karetas, George Jun-15 Jul-17 1.50 1.75 2.00 2.25 2.50 2.75 Termed Out Available Available Available Available Available Available2 Janice Kurth, MD Kurth, MD, Janice Nov-16 Jul-18 1.25 1.50 1.75 2.00 2.25 2.50 2.75 Termed Out Available Available Available Available Available7 Hap L'Heureux L'Heureux, Hap Feb-11 Jul-16 1.75 2.00 2.25 2.50 2.75 Termed Out Available Available Available Available Available Available Available2 David McGuigan McGuigan, David Nov-16 Jul-18 1.25 1.50 1.75 2.00 2.25 2.50 2.75 Termed Out Available Available Available Available Available-2 Karen Pearson Pearson, Karen Feb-20 Jul-20 N/A 1.00 1.25 1.50 1.75 2.00 2.25 2.50 2.75 Termed Out Available Available Available8 Sudershan Shaunak Shaunak, Sudershan May-10 Jul-16 1.75 2.00 2.25 2.50 2.75 Termed Out Available Available Available Available Available Available Available1 Tim Snodgrass Snodgrass, Tim Sep-17 Jul-18 1.25 1.50 1.75 2.00 2.25 2.50 2.75 Termed Out Available Available Available Available Available2 Denise Stillinger Stillinger, Denise May-16 Jul-18 1.25 1.50 1.75 2.00 2.25 2.50 2.75 Termed Out Available Available Available Available Available0 Valencia Warner-Saadat Warner-Saadat, Valencia Jul-18 Jul-18 1.25 1.50 1.75 2.00 2.25 2.50 2.75 Termed Out Available Available Available Available Available-2 Janet Wennes Wennes, Janet Feb-20 Jul-20 N/A 1.00 1.25 1.50 1.75 2.00 2.25 2.50 2.75 Termed Out Available Available Available0 Sharon Wiback Wiback, Sharon Apr-18 Jul-18 1.25 1.50 1.75 2.00 2.25 2.50 2.75 Termed Out Available Available Available Available Available-1 Karen Wilson Wilson, Karen May-19 Jul-19 1.00 1.25 1.50 1.75 2.00 2.25 2.50 2.75 Termed Out Available Available Available Available

33 Maximum Number of Replacement/New Board members allowed 11 11 11 11 11 15 18 27 28 33 33 33 3311 Minimum Number of Replacement/New Board member required -11 -11 -11 -11 -11 -7 -4 5 6 11 11 11 11

0 0 0 0 4 3 9 1 5 0 0 0Board Members 22Row Intensionally BlankRow Intensionally BlankRow Intensionally Blank

New Member Template119 , Jul-09 Available Available Available Available Available Available Available Available Available Available Available Available Available119 , Jul-09 Available Available Available Available Available Available Available Available Available Available Available Available Available119 , Jul-09 Available Available Available Available Available Available Available Available Available Available Available Available Available119 , Jul-09 Available Available Available Available Available Available Available Available Available Available Available Available Available119 , Jul-09 Available Available Available Available Available Available Available Available Available Available Available Available Available119 , Jul-09 Available Available Available Available Available Available Available Available Available Available Available Available Available

Row Intensionally BlankRow Intensionally Blank

Emertius32 Martha Gresham Gresham, Martha Jan-86 Jul-11 Termed Out Available Available Available Available Available Available Available Available Available Available Available Available6 Gary Wrench Wrench, Gary May-12 Jul-11 Termed Out Available Available Available Available Available Available Available Available Available Available Available Available

119 Larry Hatter Hatter, Larry Jul-09 Available Available Available Available Available Available Available Available Available Available Available Available Available119 Knox Williams Williams, Knox Jul-09 Available Available Available Available Available Available Available Available Available Available Available Available Available

Resigned6 Roger Gillespie Gillespie, Roger Nov-12 Jul-17 1.50 1.75 2.00 2.25 2.50 2.75 Termed Out Available Available Available Available Available Available

Updated 9/10/2020

Meeting and Event Calendar: July 1, 2020 to June 30, 2021

Quarterly Board Meetings

Zoom Video Conference

3 – 5 p.m. Tuesday, September 29, 2020

3 – 5 p.m. Tuesday, November 24, 2020

3 – 5 p.m. Tuesday, February 23, 2021

9 – 3 p.m. Tuesday, April 20, 2021 (Retreat)

3 – 5 p.m. Tuesday, May 18, 2021

Governance and Nominations

Zoom Video Conference

2 – 3 p.m. Tuesday, September 15, 2020

2 – 3 p.m. Tuesday, November 10, 2020

2 – 3 p.m. Tuesday, February 9, 2021

2 – 3 p.m. Tuesday, May 4, 2021

Finance Committee Meetings Executive Committee Meetings

Zoom Video Conference Zoom Video Conference

1:30 – 3 p.m. Tuesday, September 22, 2020 3 – 4 p.m. Tuesday, September 22, 2020

1:30 – 3 p.m. Tuesday, November 17, 2020 3 – 4 p.m. Tuesday, November 17, 2020

1:30 – 3 p.m. Tuesday, February 16, 2021 3 – 4 p.m. Tuesday, February 16, 2021

1:30 – 3 p.m. Tuesday, May 11, 2021 3 – 4 p.m. Tuesday, May 11, 2021

Scholarship Reading Schedule (not more than 20 applications per board member)

Fall Semester: Estimated Review Period: Spring Semester: Estimated Review Period:

FY 20-21 Foundation Events

TBD

Month Event Name Organization Date of Event Type of Organization

2019 Annual Donor Scholar Celebration

MiraCosta College Friday, August 16, 4-5:30 p.m.MiraCosta College Higher Ed

Inuagural Alumni Celebration MiraCosta College Friday, August 16, 6-8:30 p.m.MiraCosta College Higher Ed

2019 State of the Community -Carlsbad

Carlsbad Chamber of Commerce Friday, August 23, The WestinCarlsbad Resort & Spa, 11 a.m. - 2 p.m.

Government Relations

Oceanside Harbor Days Oceanside Chamber of Commerce Sat. & Sun, September 21-22, Oceanside Harbor

Chamber of Commerce

Latino Book and Family Festival MiraCosta College Saturday, September 28, 10 a.m.-5 p.m.MiraCosta College

K-12 Education

Blue & Gold Freedom FundAwards

North San Diego County NAACP Saturday, October 5, The WestinCarlsbad Resort & Spa

Diversity & Inclusion

Boys and Girls Clubs of Oceanside Annual Boys and Girls Night Out

Boys and Girls Clubs of Oceanside Friday, October 11, 6-9 p.m.Boys and Girls Clubs of Oceanside 401 Country Club Lane

K-12 Education

Rockin’ Encinitas’ Scripps Health Foundation Thursday, October 17, 6 p.m.-10 p.m.,Belly Up Tavern

Health Care

Gentlemen's Gourmet North County African American Women'sAssociation Saturday, October 19, 6-9 p.m.


Community Leaders Breakfast:Report to the Region

MiraCosta College Tuesday, October 22, The WestinCarlsbad Resort & Spa

Higher Education

Miracles in Motion Gala Palomar Health Foundation Saturday, October 26, TBD, ParkHyatt Aviara Resort Golf Club & Spa

Health Care

State of the District Carlsbad Unified School District K-12 Education

National Philanthropy Day Association of Fundraising Professionals(AFP) San Diego Chapter

Monday, November 4, 2019, Town &Country Resort, San Diego

Awards

Community Outreach Events Calendar, Fiscal Year 2019/20 (by Month)

July 2019

August 2019

September 2019

October 2019

November 2019

Solutions for Change Gala Solutions for Change Saturday, November 9, 6-9 p.m. Lake San Marcos

2019 Volunteer Awards Luncheon North County Philanthropy Council (NCPC) Friday, November 15, 11:30 a.m.-1:30 p.m. Omni La Costa Resort & Spa

Awards

Annual Celebration of Life Dinner Biocom Friday, November 15, 4-8:30 p.m.Hyatt Regency La Jolla

Sciences

Diamond Ball 2019 Tri-City Hospital Foundation Saturday, November 16, TBD, ParkHyatt Aviara, Carlsbad, CA

Awards

9th Annual Gala Central Black Chamber of Commerce Chamber of Commerce

Community Showcase: A Reportto the Community

Palomar College Foundation Thursday, December 12, California Center for the Arts, 7-9 a.m.

Higher Education

2019 Celebration of Diversity and Inclusion - Igniting Women's Future

The Urban League of San Diego County (ULSDC) Thursday, December 5, 6 p.m.US Grant Hotel


2019 Annual NC BusinessLuncheon

San Diego North EDC Thursday, December 12, 11:30 a.m.-1:30 p.m.cape Rey, Carlsbad

Economic Development

Season of Giving Gala The Jacobs & Cushman San Diego Food Bank -North County

Sunday, December 15, 6-11 p.m.CSUSM Ballroom

Social Services

2020 Dr. King Community PrayerBreakfast

North San Diego County NAACP Monday, January 20, 2020, QLNConference Center, Oceanside


2020 State of the Community Vista Chamber of Commerce Monday, January 27, 2020, TBD Government RelationsMeet the City of Oceanside Oceanside Chamber of Commerce Government Relations

CSUSM Report to the Community CSUSM Thursday, February 7, CSUSM Higher Ed

Servant Leadership Conference Servant Leadership Institute March 3 - 5, Westin Carlsbad ResortEncinitas State of the City Encinitas Chamber of Commerce March 26, 5:30 - 7 p.m., Encinitas

Community Center

Annual Donor Appreciation Event MiraCosta College TBD, MiraCosta College

December 2019

January 2020

February 2020

March 2020

NCHS Passion for Healing Gala NCHS April 6, Westin Carlsbad ResortAnnual North CountyEconomic Summit

San Diego North EDCApril 10, CSUSM, 7-10 a.m.

Economic Development

5th Annual Mayors' Luncheon UNITE North County Coastal May 2, Sheraton Carlsbad, 10:15 a.m. - 1:30 p.m.


MiraCosta College Commencement MiraCosta College Friday, May 22, 4-6 p.m. MiraCosta College

Higher Ed

5th Annual Oceanside HeroesReception

Oceanside Chamber of CommerceTBD

Chamber of Commerce

Annual Gala North County LGBTQ Resource CenterTBD


For questions or to RSVP for an event contact: Tori Fishinger, 760.795.6777, [email protected]

April 2020

May 2020

June 2020

July 2020

ATTN: FY20-21 Community Outreach Events have been suspended due to the ongoing COVID-19 pandemic.

Financial Documents

How to Read the Financial Statements

Please note: The financial statements of non-profits are substantially different from those you would find associated with private corporations and governmental organizations. Accounting guidelines regarding the categorization, recording and reporting of funds are specific to non-profit organizations.

Attached is a sample MiraCosta College Foundation financial statement with details on how to read the statements and definitions of terms such as unrestricted funds, restricted funds, endowments, etc.

Please do not hesitate to seek out either the executive director or the chair of the finance committee for an in-person explanation.

This section contains:

Sample of a financial statement A key to reading the financial statement A Dashboard showing the growth of the foundation over time A Selected Financial and Performance Data spreadsheet

FY20-21 Approved MiraCosta College Foundation Operating Budget

FY2020-2021Anticipated Operational Revenues: $100,000

(100833) Operational Reserves: $458,127*

Approved FY2020-21 Fundraising

Activities Budget

Approved FY2020-21 Expense

Budget

Salaries and Benefits 2800-1256

Foundation Specialist salary $70,900 Foundation Specialist benefits $35,000

Grants Assistant $43,000Temp. Board Support (Student Worker/Campus Aid) $10,000TOTAL $158,900Donor Cultivation/Events

Donor Cultivation: 5100-1190 $5,000Goodwill (flowers, gifts): 5100-1190 $1,000Community Event Attendance: 5100-1039 $3,000

TOTAL: $9,000Fees for Services: Professional FeesLegal Services $0Audit & Tax Services: 5700-1028 $11,500

Professional Development $1,000CRM - Raisor's Edge: 5600-1020 $25,000

Amplo - online fundraising platform: 5600-1020 $20,000Marketing Consultant and Services: 5600-1020 $25,000TOTAL: $82,500Conference, Conventions, Meetings

Board meetings: $500Business/staff meetings: $200Travel: $0Licenses & Filing Fees: 4500-1215 $100TOTAL: $800Office Expenses

Supplies: 4500-1215 $3,500Postage (audit/grant proposals): $150

Printing/Mailings/Publications: 4500-1004 $20,000

FY20-21 Operating Budget 4/21/2021, Page 1

ADMINISTRATIVE COSTS RECOVERY POLICY

Objective An administrative costs recovery fee will be charged to MiraCosta College Foundation accounts according to the type of account. Fees assessed will be used to support the Foundation’s efforts to cultivate, solicit, and steward gifts and other sources of revenue.

Administrative costs are recovered for providing the following services: Accounts payable processing Accounts receivable processing Annual audit Annual State and Federal filing fees for non-profit organization Automated accounting Billing and collection services Cashiering Check preparation Contract preparation and review Expenditure controls (authorized purchase through purchase order control) Banking services General cash administration Insurance costs Legal services Monthly bank reconciliations Payroll/personnel administration Project management reports Risk management Staff support and accounting related matters Reporting to regulatory agencies (Chancellor's office, State of California, tax returns)

Campus Program Accounts Campus program accounts are established for the support of a specific campus program or a department. Some examples of campus program accounts are: EOPS book fund, scholarship funds, campus beautification. A fee of 4% for each transaction will be assessed and charged against the program account.

Annual expendable scholarships, those given to be expended in the current year, are exempt from the 4% transaction fee. Donors to annual expendable scholarships will be asked to include an additional 4% to their donation for the purpose of covering costs incurred by the Foundation in the administration of their scholarship.

Adopted November 5, 2019Page 1

Special Program and Equipment Accounts Special program and equipment accounts are campus program accounts established to facilitate short term special programs or to purchase equipment only, and generally have few expenses. Administrative fees will be determined by the Associate Vice President, Institutional Advancement on a case-by-case basis for special program accounts within the range of 4% to 8%, to be assessed based upon expenses.

Endowment Accounts Endowment accounts are those accounts whose funds are restricted for expenditure either internally or externally by contractual obligation and are administered pursuant to the Foundation's Endowment and Investment Policies.

First time endowments are assessed a 3% fee upon arrival. Then endowment funds are invested by the Foundation and earned income is distributed quarterly. The Foundation will assess an annualized endowment management fee of 1.5% calculated at the time the distribution is taken.

Trusts and Planned Gifts Trustee's fees for investment portfolios managed by the MiraCosta College Foundation will be calculated on market value of the trust assets. An annual fee of 1.5% will be distributed to the MiraCosta College Foundation on January 1, based on the market value of the trust as of that date.

When the Foundation, as trustee or executor of a trust or will, is required to perform extraordinary services upon the death of a trustor/trustee or beneficiary, an additional fee of one percent 1% will be assessed on the market value of the trust assets to offset the cost of extra services.

All planned gifts received by the Foundation will be subject to a 5% gift fee.

Real Property Gifts A fee is charged for acceptance, sale and/or management of real property. The amount and type of fee is based on the circumstances of each property gift. The fee structure is similar to those of banks and trust companies providing services for the general public.

Supplemental fees are applicable where the Foundation is involved in toxic waste matters, repair/improvement supervision, prolonged negotiations, litigation, condemnation proceedings and any other consulting services. Hourly rates for the Associate Vice President, Institutional Advancement and all other Foundation employees will be applied at prevailing hourly rate. Actual costs for required outside professional services are charged directly to the project based on actual services performed.


Capital Gifts Direct costs for Foundation services will be included in the Capital Project.

Grants Requests for fees will be added to grant proposals unless specifically disallowed by the granting foundation, fund or corporation. Unless otherwise stated by the funder and where permitted, all grants will be assessed a 4% fee upon receipt of the grant in order to pay for administrative overhead related to processes associated with grant writing, stewardship, and reporting. Fees will not be assessed by the Foundation when paid for by the college department receiving the grant funds.

Gifts - Other Gifts other than cash or securities that require extraordinary services will be analyzed on a case-by-case basis and may be subject to supplemental fees in order to recover from the cost of acceptance, sale, and/or management of such gifts. In such cases, the Associate Vice President, Institutional Advancement will seek approval from the Finance/Operations Committee to assess supplemental fees.

Exclusions This policy does not apply to grant and contract accounts or internal transfers from accounts which have already met other administrative fee or overhead recovery requirements.

Donor Notification Donors will receive credit for the full amount of their gifts. Gift receipts and stewardship reports will inform the donor that a portion of the gift received has been allocated to cover the cost of fundraising/administrative costs of the Foundation.

The Foundation will review the policy every two years.


10681 Foothill Blvd., Suite 300, Rancho Cucamonga, CA 91730 P 909.466.4410 F 909.466.4431 W vtdcpa.com

-1-

INDEPENDENT AUDITOR'S REPORT

To the Board of Directors of MiraCosta College Foundation Oceanside, California

Report on the Financial Statements

We have audited the accompanying financial statements of the MiraCosta College Foundation (the Foundation) (a California nonprofit corporation), which comprise the statements of financial position as of June 30, 2018 and 2017, and the related statements of activities, cash flows, and functional expenses for the years then ended, and the related notes to the financial statements.

Management's Responsibility for the Financial Statements

Management is responsible for the preparation and fair presentation of these financial statements in accordance with accounting principles generally accepted in the United States of America; this includes the design, implementation, and maintenance of internal control relevant to the preparation and fair presentation of financial statements that are free from material misstatement, whether due to fraud or error.

Auditor's Responsibility

Our responsibility is to express an opinion on these financial statements based on our audits. We conducted our audits in accordance with auditing standards generally accepted in the United States of America. Those standards require that we plan and perform the audits to obtain reasonable assurance about whether the financial statements are free from material misstatement.

An audit involves performing procedures to obtain audit evidence about the amounts and disclosures in the financial statements. The procedures selected depend on the auditor's judgment, including the assessment of the risks of material misstatement of the financial statements, whether due to fraud or error. In making those risk assessments, the auditor considers internal control relevant to the Foundation's preparation and fair presentation of the financial statements in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the Foundation's internal control. Accordingly, we express no such opinion. An audit also includes evaluating the appropriateness of accounting policies used and the reasonableness of significant accounting estimates made by management, as well as evaluating the overall presentation of the financial statements.

We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our audit opinion.

-2-

Opinion

In our opinion, the financial statements referred to above present fairly, in all material respects, the financial position of the Foundation as of June 30, 2018 and 2017, and the changes in its net assets and its cash flows for the years then ended in accordance with accounting principles generally accepted in the United States of America.

Rancho Cucamonga, California February 5, 2019

Glossary of Terms: Current Assets - Operating/Checking Account/Short Term Investments Permanently Restricted Fund Balances - Endowed funds, corpus is held in perpetuity. Temporarily Restricted - Time or event releases its restriction.Unrestricted 1 - Available for any purpose, has no restrictions .Permanent Restricted Revenue - A donor-imposed restriction which stipulates that resources be maintained permanently but permits the organization to expend part, or all, of the income derived from the donated assets.Temporarily Restricted Revenue - A donor-imposed restriction that permits the donee organization to expend the donated assets as specified and is satisfied either by the passage of time or by actions of the organization.Unrestricted Revenue - There are no restrictions on these funds.Diversity - All the ways in which people differ and it encompasses all the different characteristics that make one individual or group different from another. A broad definition includes not only race, gender, and ethnicity but also age, national origin, religion, disability, sexual orientation, socioeconomic status, education, marital status, language and physical appearance. It also includes different ideas, perspectives and values. Classified Senate - The official employee group for permanent classified employees at MiraCosta College. Employees have a designated title, a regular minimum number of assigned hours per day, days per week, and months per year, a specific statement of the duties required to be performed by the employees in each such position. Unlike faculty classification who may have more irregular hours/days.Academic Senate - the Academic Senate's role as the college's primary voice in academic and professional matters. MiraCosta College's Academic Senate affirms its commitment to a broad and inclusive vision of collegial governance.ASG - Associated Student Government - is the primary voice of the students and serves the collective needs of the MiraCosta student body.

Unrestricted - page 57Restricted - page 57, 61, 86Classified - page 35, 82, 96Academic Senate - page 35Associated Student Government - page 35

How to Propose a New Board Member

Candidate Process V10.vsdx

Executive Director (ED) receives Candidate(s) contact

information

Obtain Candidates

ED obtains CV/Bio, gets answers to questionnaire & gets enough initial

information to determine fit to “GRID” needs in telephone interview.

Meet GRID skill set needs?

Send candidates’ information, GRID fit and ED’s recommendation to

Governance & Nominations (G&N) committee

G&N approval?

Send Thank You letter

ED’s Staff maintains GRID information on BOD (terms,

positions, skills, etc.)

ED sets up Face to Face meeting with candidate(s), Executive Committee

member(s) and optionally nominator

At FtF meeting gain final understanding of candidates fit and explain Foundation’s benefits and

responsibilities, provide handbook if required. The FtF meeting may be

with a group of new candidates

to Board Of Directors

for vote?

G&N Final Review

Send CV/Bio and recommendations to BOD

for vote.BOD vote

No

Yes

Yes

Onboarding Process

Yes

ED exit interview

Candidate agrees to join

Meets Requirements

and issues resolved

Feedback G&N’s need for more information for

approvalFeedback to ED reasons or other

actions

NoMaybe

Yes No

Yes

No

No

ED & staff analyze reasons or further actions with relevant committees or President to determine next steps

Maybe

ED/Interview team verifies each candidate can meet the “Must”

requirements (See Grid) and determines action plan to resolve any

open issues or not

Foundation Board Candidate Selection Process

No

Executive Committee approval?

yes

Yes

No

(BOD)

Onboarding Process Ver 5.vsdx

New Board Member

Meet with Executive Director (ED). Review on-boarding process

Receive Handbook, By-Laws, last Board meeting notes, and Conflict of Interest agreements. Schedule minimum

donation & review member expectations. Receive list of committees & descriptions and meeting & event schedules.

Obtain Bio & Photo from new member.

Follow up meeting or phone call to answer

questions.

Schedule meeting or phone call with

President or VP or ED agree on Committee

assignments

Signed Commitments and

Agreements

Receive $1k or pledge date

ED Resolve donation isssueRescind

ED Resolve Commitment &

Agreement isssues

Rescind & Refund

Attend Brown Act Training when next

offered

NoNo

Yes

NoNo

Yes

End

Attend Orientation/Training meeting to review Foundation

Programs

TBD: TRAINING PROGRAMHow the foundation funding and distribution works, Foundation programs (Business Round

Table, Pres Circle, etc.) MiraCosta College Statistics (Demographics, Grad Rate, Needs, etc.)

1. Board Member Commitments document2. “Conflict of Interest Statement

for Officers, Directors, and Staff Members” in Ethical Conduct Policy document

3. “Statement of Adherence to Confidentiality” inConfidentiality Statement document

Foundation Board On-boarding Process

6 7

5

4

3

2

1

District Map - Board of Trustees

Maps and Directions

OCEANSIDE

CARLSBAD

ENCINITAS

CARDIFF

SOLANA BEACH

DEL MAR

SAN DIEGO

78ESCONDIDO

BAR N ARD DR.

OCEANSIDE BLVD.

GLASER DR.

RANCHO DEL ORO DR. COLL

EGE

BLV

D.

P A C I F I C

O C E A N

NOT TO SCALE

To Los Angeles To Riverside

TEMECULACAMP PENDLETON

5

15

MiraCosta CollegeOCEANSIDE CAMPUS

From I-5, go east on Highway 78 and exit on College Boulevard.

From I-15, go west on Highway 78 and exit at College Boulevard.

Turn left onto Vista Way, then right on College.

After exiting the 78, go north on College Boulevard to the first traffic light

after the Vista Way intersection (Barnard Drive) and turn left. Barnard Drive

circles the campus.

From Oceanside Boulevard, take Rancho del Oro Drive south to Glaser Drive

and turn left. Glaser Drive is the west entrance to the campus. Glaser Drive

turns into Barnard Drive at the top of the hill.

Oceanside Campus1 Barnard Drive, Oceanside, CA 92056 760.757.2121 miracosta.edu

76

To Los Angeles

OCEANSIDE

CARLSBADENCINITAS

CARDIFF

DEL MAR

To Riverside

P A C I F I C

O C E A N

78 ESCONDIDO

COMMUNITY LEARNING CENTER


5

MISSION AVE.

MANCHESTER

PALOMAR AIRPORT RD.

OCEANSIDE BLVD.

COLL

EGE

BLVD

.

NOT TO SCALE

OCEANSIDE CAMPUS

15

SAN ELIJO CAMPUS

SOLANA BEACH

SAN DIEGO

TECHNOLOGY CAREER INSTITUTE

& SMALL BUSINESS DEVELOPMENT CENTER

NOT TO SCALE

Legend

Admissions & Records...........................3300Art..........................................2100, 2200, 2300Art Gallery .................................................3400Associate Faculty Of�ce .......................4606Associated Students ..............................3400Athletics.....................................................5200Automotive Technology .........................4000Biotechnology ..........................................4050Bookstore ..................................................3400Business Services................................... 1000Cafeteria ....................................................3400CalWORKs .................................................3000Career Center ...........................................4700Child Development Center ....................8000College Police .......................................... 1100Computer/Business Department .........4800Concert Hall ..............................................2400Counseling ................................................3700Dance Studio ............................................2700Development & Foundation .................. 1000Disabled Students Services .................3000

Drivers Education ....................................T510English Language Institute........T510, T520Enrollment Information ..........................3300EOPS ...........................................................3000Facilities Department .............................4200Financial Aid/Scholarships ...................3000Gymnasium ...............................................5000Health Services........................................3300Horticulture ...............................................7000Human Resources................................... 1000Institutional Advancement .................... 1000Institutional Research ............................ 1000Instructional Services ............................1000International Students ...........................3400Library & Information Hub..................... 1200Lost & Found............................................. 1100Math Learning Center ............................ 1200Music...............................................2200, 2300Nursing/Allied Health ................. T420, 4400Parking Permits........................................ 1100President, Of�ce of the .......................... 1000

Printing Services .....................................3400Proctoring Center ....................................3300Purchasing ................................................T600School Relations/Diversity Outreach....3400Service Learning .....................................3300Shipping/Receiving .................................6100Student Accounts/Cashier....................3200Student Center .........................................3400Student Life & Leadership.....................3400Testing Of�ce............................................3300Theatre.......................................................2000Theatre Studio..........................................2700Little Theatre.............................................3601Transfer Center ........................................3700Tutoring ...................................................... 1200Veterans Services ...................................T100Wellness Center ...................................... 4100Writing Center ..........................................1200

Bldg. # Bldg. # Bldg. #

Oceanside Campus1 Barnard Drive, Oceanside, CA 92056 760.757.2121 miracosta.edu

DirectoryMiraCosta College Locations

MiraCosta College is a Tobacco/Smoke/Vapor-Free campus.

Rev. 1019

Restrooms

Inclusive Restroom

Bus Stop

Parking Permit Vending Machine

Bike Rack

AED Location (Automated External De�brillator)

ATM

Emergency Call Box

OC-2B

OC-5A

OC-4C

OC-4BOC-4A

OC-3B

OC-3AOC-3C

OC-3EStaff

OC-7AStaff

OC-5B

OC-2A OC-1A

Parking Lot

OC-4EStaff

OC-1CStaff

OC-4D Staff

OC-3D

OC-1B

OC-8A

Motorcycle Parking

Disabled Parking

Track

SoccerField

BaseballField

Tennis Courts

To College Boulevard

To Rancho Del Oro Drive

WaterTank

Art

StudentCenter

Music

1200Library

1000Admin

2000Theatre

5000Gym

Horticulture

PurchasingT600

4100

4000

4500

4600

4700

T400

42004300

4400

1100

5200

5100

T430

4800

2100

2300

2500

2600

31003200

3000

3300 3700

3400

8000T300

T310

2200

T120

T410

T420

7000 6100

PlantSales

BLAYNEY TOWER

CLOCKTOWER

FOUNTAIN

PEDESTRIANBRIDGE

BA

RN

AR

D D

RI V

E

G L A S E R D R I V E

BA

RN

AR

D D

RI V

E

BARNAR D D R I V E

2400Concert

Hall

4050

3601

ChildDevelopment

Center

PEDLEYPARK

4900

Police & SafetyParking Information

Shipping/Receiving

Cafeteria/Bookstore/Art Gallery

Admissions& Records

3500 3600

2700

Dance & TheatreStudios

Dance & TheatreStudios

2100

T110

T130

T100

T550T540

T510T520

T500

T530

ConstructionZone

OCEANSIDE

CARLSBAD

ENCINITAS

CARDIFF

SOLANA BEACH

DEL MAR

SAN DIEGO

78ESCONDIDO

MiraCosta CollegeCOMMUNITY LEARNING CENTER

MISSION AVE.

OCEANSIDE BLVD.

COLL

EGE

BLVD

.

P A C I F I C

O C E A N

NOT TO SCALE



5

15

From I-5, take the Mission Avenue exit in Oceanside and go east.

The campus is on the right (south side) of Mission Avenue, approximately

one-third mile east of I-5.

Community Learning Center1831 Mission Avenue, Oceanside, CA 92058 760.795.8710 miracosta.edu

NOT TO SCALE

Community Learning Center1831 Mission Avenue, Oceanside, CA 92058 760.795.8710 miracosta.edu

Rev. 0120

Building A Administration Bookstore

Classrooms 101–121Community RoomConference Room

CounselingPolice & Safety, Parking / InformationStudent LoungeStudent Success & Career Center

Building BClassrooms 130–135Computer LabsScience Lab

Building CAcademic Support CenterTesting Center

LegendDirectoryMiraCosta College Locations


76

To Los Angeles

OCEANSIDE

CARLSBADENCINITAS

CARDIFF

DEL MAR

To Riverside

P A C I F I C

O C E A N

78 ESCONDIDO



5

MISSION AVE.

MANCHESTER

PALOMAR AIRPORT RD.

OCEANSIDE BLVD.

COLL

EGE

BLVD

.

NOT TO SCALE

OCEANSIDE CAMPUS

15

SAN ELIJO CAMPUS

SOLANA BEACH

SAN DIEGO



Restrooms

Inclusive Restroom

Telephone


Bike RackAED Location(Automated External De�brillator)

CLC-3

CLC-4

CLC-2

CLC-7

CLC-1

CLC-6Staff

Parking Lot

Motorcycle Parking

Disabled Parking

ATM

Emergency Call Box

ConstructionZone

ConstructionZone

Building A

Building C Building B

MISS IO

N AVEN

UE

B A R N E S S T R E E T

MainEntrance

Entrance


ONE WAY

draft

OCEANSIDE

CARLSBAD

ENCINITAS

CARDIFF

SOLANA BEACH

DEL MAR

SAN DIEGO

78ESCONDIDO

MiraCosta CollegeSAN ELIJO CAMPUS

P A C I F I C

O C E A N

NOT TO SCALE



515

EL CAMINO REAL

MANCHES T E R

From I-5, take the Manchester Avenue exit in Cardiff. Go east, approximately

one-half mile. The campus is on the north side of Manchester Avenue

opposite the San Elijo Lagoon. The campus entrance has a traffic light.

From north of the campus, take El Camino Real heading south.

El Camino Real merges and becomes Manchester Avenue. The campus

will be on the right (north side).

Major landmark: A large white, gold-domed Greek Orthodox church is just

east of the campus — it is very visible, while the campus blends in with the

bluffs behind it.

San Elijo Campus3333 Manchester Avenue, Cardiff, CA 92007 760.944.4449 miracosta.edu

Rev. 0120

San Elijo Campus3333 Manchester Avenue, Cardiff, CA 92007 760.944.4449 miracosta.edu

Legend

Buildings T100–T140 Classrooms Faculty Of�ces

Building 100 Computer Labs Library Math Learning Center Testing Tutoring Writing Center

Building 200 Amphitheater Art Studios Classrooms Multipurpose Room

Building 300 Classrooms Faculty Of�ces Meeting Room

Building 400 Classrooms Faculty Of�ces Science Labs

Building 500 Classrooms Faculty Of�ces Language Lab

Building 600 Classrooms Faculty Of�ces

Building 700 Facilities

Building 800 Administration Admissions & Records Counseling Dean, San Elijo Campus Faculty Workroom Instructional Services Student Accounts/Cashier Student Information

Building 900 Director of Student Services Bookstore Cafeteria Health Services Meeting Rooms Student Life & Leadership

Building 1000 Science Labs

76

To Los Angeles

OCEANSIDE

CARLSBADENCINITAS

CARDIFF

DEL MAR

To Riverside

P A C I F I C

O C E A N

78 ESCONDIDO



5

MISSION AVE.

MANCHESTER

PALOMAR AIRPORT RD.

OCEANSIDE BLVD.

COLL

EGE

BLVD

.

NOT TO SCALE

OCEANSIDE CAMPUS

15

SAN ELIJO CAMPUS

SOLANA BEACH

SAN DIEGO



DirectoryMiraCosta College Locations

MiraCosta College is a Tobacco/Smoke/Vapor-Free campus.NOT TO SCALE

Construction Parking

Restrooms

Inclusive Restroom

Telephone


Bike RackAED Location(Automated External De�brillator)

ATM

Emergency Call Box

SAN-1

SAN-2

SAN-3

SAN-4

SAN-5

SAN-6

Parking Lot

SAN-7

Motorcycle Parking

Disabled Parking

T160

To SouthEl Camino Real

100Library/

Information Hub

800Admin

400

1000

500

1100

600

900StudentCenter/

Bookstore

200

MIR

AC

OS

TA C

OL L

EG

E R

OA

D

700

T120

T130

T140

T110

T100

M A N C H E S T E R A V E N U E


ConstructionZone

ConstructionZoneConstruction Parking

300

AMPHITHEATER

To Interstate 5

OCEANSIDE

CARLSBAD

ENCINITAS

CARDIFF

SOLANA BEACH

DEL MAR

SAN DIEGO

P A C I F I C

O C E A N

NOT TO SCALE


TEMECULA

15

CAMP PENDLETON

5 MiraCosta CollegeTECHNOLOGY CAREER INSTITUTE

& NORTH SAN DIEGO SMALL BUSINESS DEVELOPMENT CENTER

EL CAMINO REAL

PALOMAR AIRPORT RD.ESCONDIDO78

From I-5, take the Palomar Airport Road exit in Carlsbad and go east.

After crossing College Boulevard, turn right onto Camino Vida Roble, and then

turn right onto Las Palmas Drive. The center is the first building on the right.

From El Camino Real, turn west onto Camino Vida Roble, then left onto

Las Palmas Drive. Bear right (staying on Las Palmas Drive) and the center

will be last building on the left.

Technology Career Institute& Small Business Development Center2075 Las Palmas Drive, Carlsbad, CA 92011

Technology Career Institute 760.795.6820

North San Diego Small Business Development Center 760.795.8740 sandiegosmallbiz.com

Rev. 0817

Community Education & Workforce Development760.795.6820miracosta.edu/community

Technology Career Institute760.795.6820tci.miracosta.edu

North San Diego Small Business Development Center760.795.8740sandiegosmallbiz.com

LegendDirectory

Technology Career Institute& Small Business Development Center2075 Las Palmas Drive, Carlsbad, CA 92011

76

To Los Angeles

OCEANSIDE

CARLSBADENCINITAS

CARDIFF

DEL MAR

To Riverside

P A C I F I C

O C E A N

78 ESCONDIDO



5

MISSION AVE.

MANCHESTER

PALOMAR AIRPORT RD.

OCEANSIDE BLVD.

COLL

EGE

BLVD

.

NOT TO SCALE

OCEANSIDE CAMPUS

15

SAN ELIJO CAMPUS

SOLANA BEACH

SAN DIEGO



MiraCosta College Locations


NOT TO SCALE

Inclusive Restroom

AED Location (Automated External De�brillator)

Parking Lot

TCI-2

TCI-3

TCI-1

Disabled Parking

Emergency Call Box

L A S PA L M A S D R I V E

CA

MIN

O V

I DA

RO

BLE

MainEntrance

Back Entrance

Community Education& Workforce Development

TechnologyCareer Institute

North San Diego Small BusinessDevelopment Center

'-,I EXTENDED TO MAY 15, 2019 '\.,,I

Form 990 Return of Organization Exempt From Income Tax

Department of the Treasury Under section 501(c), 527, or 4947(a)(1) of the Internal Revenue Code (except private foundations)

► Do not enter social security numbers on this form as it may be made public.Internal Revenue Service Go to www.irs. ov/Form990 for instructions and the latest information.A For the 2017 calendar year or tax year beginning JUL 1 2 01 7 and ending JUN 3 0 ' . , 2018 B Check if applicable: C Name of organization D Employer identification number

□Addresschange MIRACOSTA COLLEGE FOUNDATION

DName change Doino business as 95-6151938□ Initial Number and street (or P.O. box if mail is not delivered to street address) 1 Room/suite E Telephone numberreturn□Final ONE BARNARD DR 760-795-6777return/termin- City or town, state or province, country, and ZIP or foreign postal code G Gross receipts$ 1,504,616. ated □Amended return OCEANSIDE. CA 92056 H(a) Is this a group return DApplica- F Name and address of principal officer: CYNTHIA RICE CARROLL for subordinates? ...... OYes 00 No tion pending

SAME AS C ABOVE H(b) Are all subordinates included? D Yes D No I Tax-exempt status: 00 501lclC3l D so1<cl, )◄ <insert no.l D 4947Call1) or D 527 If "No," attach a list. (see instructions) J Website: ► HTTP : //FOUNDATION. MIRACOSTA. EDU H(c) Group exemotion number ►K Form of oraanization: rx7 Corporation r7 Trust r7 Association n Other ► IL Year of formation: 19 6 71 M State of leaal domicile: CA

hRartml Summary

1 Briefly describe the organization's mission or most significant activities: TO PROVIDE SUPPLEMENTAL a,

FINANCIAL SUPPORT FOR THE EDUCATIONAL PROGRAMS OF MIRACOSTA COLLEGEuC

2 Check this box ► D if the organization discontinued its operations or disposed of more than 25% of its net assets. C

3 Number of voting members of the governing body (Part VI, line 1a) ····························································

3 19 4 Number of independent voting members of the governing body (Part VI, line 1 b) 4 19

qi ··········································

UJ 5 Total number of individuals employed in calendar year 2017 (Part V, line 2a) ................................................ 5 0 6 Total number of volunteers (estimate if necessary) ....................................................................................... 6 19

� 7 a Total unrelated business revenue from Part VIII, column (C), line 12 7a o. u ······ ········ ································ ··············

< b Net unrelated business taxable income from Form 990-T line 34 .................................................................. 7b 0. Prior Year Current Year

Cl) 8 Contributions and grants (Part VIII, line 1 h)

· ···· ··························································

1,394,815. 1,417,486. :,

9 Program service revenue (Part VIII, line 2g) o. o. C ······································ ·························

10 Investment income (Part VIII, column (A), lines 3, 4, and 7d) 92,738. 87,130. a, ····························· ·· · ·······

a: 11 Other revenue (Part VIII, column (A), lines 5, 6d, 8c, 9c, 1 0c, and 11 e) o. o.

························

12 Total revenue• add lines 8 throuah 11 (must eaual Part VIII column (At line 12) · ········ 1,487,553. 1,504,616.

13 Grants and similar amounts paid (Part IX, column (A), lines 1 ·3)·································

1,530,922. 1,338,537. 14 Benefits paid to or for members (Part IX, column (A), line 4) ····················-·-················ o. o.

UJ 15 Salaries, other compensation, employee benefits (Part IX, column (A), lines 5· 10) · · · ······

o. o.

UJ 16a Professional fund raising fees (Part IX, column (A), line 11 e) .......................................... o. o. C

b Total fundraising expenses (Part IX, column (D), line 25) ► 0. ..

,;-.. _> ··• a. ..

17 Other expenses (Part IX, column (A), lines 11 a· 11 d, 11 f·24e) 156,889. 169,827. ························· · · · ······ · ····

18 Total expenses. Add lines 13·17 (must equal Part IX, column (A), line 25)· ····················

1,687.811. 1.508,364. 19 Revenue less exoenses. Subtract line 18 from line 12

················································ -200,258. -3,748.

ti Beainnina of Current Year End of Year

20 Total assets (Part X, line 16) ··························· ················ · · ·· ······· ········ · ····· ·· · ·· · ·· ·· ·· ·· · ·

11,065,705. 11,856,039. < 21 Total liabilities (Part X, line 26) 90.526. 136,770. !l

· ·················· ··················· ·· ··········· · · · · ········ · ·················

22 Net assets or fund balances. Subtract line 21 from line 20 ········ ····· ·· · ·· · ·······-··············· 10,975,179. 11. 719. 269.

I Part 11<1 Signature Block

true, correct, and complete. Dec

· �ompanying schedules and statements, and to the best of my knowledge and belief, it is se<lon all information of which pre arer has any knowled e.

Sign Here

Paid

► Signature of officer

► CYNTHIA RICE CARROLL, ASSOCIATE VICE PRESIDENTType or print name and title

PrinVf ype preparer's name ILLIAM RAUCH JR.

Preparer Firm's name VA VRINEK, TRINE , DAY & CO. , LLP

Use Only Firm's address ► 10 6 81 FOOTHILL BLVD SUITE 3 0 0

Date

RANCHO CUCAMONGA, CA 91730 Phone no.909-466-4410 May the IRS discuss this return with the preparer shown above? (see instructions} ............................................................... [Xl Yes O No 132001 11-2a-11 LHA For Paperwork Reduction Act Notice, see the separate instructions. Form 990 (2017)

SEE SCHEDULE O FOR ORGANIZATION MISSION STATEMENT CONTINUATION

I

If you'd like to see the full audit report, please go to http://foundation.miracosta.edu/whoweare_financials.html

Average age ofMiraCosta student

Age 24 and < Age 25+

54% 46%

ETHNICITY AGE GENDER

39.7% Hispanic

38.2% White

7.9% Asian

6.7% Two or more

3.4% Unknown

3.1% Black/African

American0.5%

Pacific Islander0.4%

American Indian/Alaska Native

ENROLLMENT

60%

Fem

ale

39%

Ma

le

1%

Oth

er

GLANCEGLANCE

3,000Veteran/Active Duty/

Dependent enrollment

The Honors Scholar Program

is designed to develop exceptional talent and

ability in highly motivated students.

AT A

147Degrees & Certificates

19,499Credit

4,318 Noncredit

Community Education

2,995Not-for-Credit

Continuing Education

1Bachelor’s

Degree

Average class size 24

HSIHISPANIC SERVING

INSTIT IT ION

Community Learning Center 7.6-acre urban facility in downtown Oceanside. 1831 Mission Avenue, Oceanside, CA 92058

Oceanside Campus 121-acre hilltop location with coastal & mountain views.1 Barnard Drive, Oceanside, CA 92056

San Elijo Campus 42 acres in Cardiff facing the San Elijo Lagoon & Nature Preserve. 3333 Manchester Avenue, Cardiff, CA 92007

Technology Career Institute and North San Diego Small Business Development Center Opened in 2015 and is located in central Carlsbad. 2075 Las Palmas Drive, Carlsbad, CA 92011

MiraCosta College also has a thriving online program.

MiraCosta Community College District location— Coastal North San Diego County, approximately 35 miles north of San Diego and 90 miles south of Los Angeles.

OCEANSIDE

LOS ANGELES

SAN FRANCISCO

CARDIFFSAN DIEGO

SACRAMENTO

California

MiraCosta College

LOCATION, LOCATION, LOCATION

Superintendent/President

Sunita V. Cooke, Ph.D.

Board of Trustees

Rick Cassar, President

David Broad, Ph.D., Vice President

William C. Fischer, Ph.D.

George McNeil

Frank Merchat

Anna Pedroza

Jacqueline Simon

Kristina Quandt, Student Trustee

FRO

M TH

E TOP

HELLOmy name is

Camp Pendleton

Cardiff

Carlsbad

Carmel Valley

Del Mar

Encinitas

Leucadia

Oceanside

Olivenhain

Rancho Santa Fe

Solana Beach

Communities Served:

Founded in 1934 as

Oceanside-Carlsbad Junior

College, the name changed

to MiraCosta College in 1964.

1,269Employees

25Administrators

206Full-Time Faculty360

Classified Staff

678Associate Faculty

MiraCosta

10/20

eA


Structure, Process and Organizational Review Report

Presented To:

Dr. Sunita Cooke President

MiraCosta College To Evaluate Advancement-Related Functions

Prepared by: Susan Kubik

Principal eAdvancement

T: 610.704.6277 E: [email protected]

MiraCosta College Foundation Structure, Process and Organizational Review Report

| 2

CONTENTS

EXECUTIVE SUMMARY ...................................................................................................... 3

BACKGROUND .................................................................................................................... 5

PROCESS ............................................................................................................................... 5

REVIEW OF LITERATURE .................................................................................................... 5

INTERVIEWS CONDUCTED ............................................................................................... 6

FINDINGS ............................................................................................................................. 6

STRENGTHS: COLLEGE ............................................................................................................ 6

STRENGTHS: FOUNDATION .................................................................................................... 7

STRENGTHS: PERSONNEL ........................................................................................................ 7

WEAKNESSES: COLLEGE, AS IT RELATES TO FOUNDATION .......................................................... 8

WEAKNESSES: FOUNDATION .................................................................................................. 9

WEAKNESSES: PERSONNEL ..................................................................................................... 9

OPPORTUNITIES: COLLEGE, AS IT RELATES TO THE FOUNDATION ............................................ 10

OPPORTUNITIES: FOUNDATION ........................................................................................... 10

OPPORTUNITIES: PERSONNEL ............................................................................................. 11

THREATS: COLLEGE ............................................................................................................. 11

THREATS: FOUNDATION ..................................................................................................... 12

THREATS: PERSONNEL ........................................................................................................ 12

ANALYSIS OF CURRENT SITUATION ............................................................................. 12

BLUEPRINT FOR GOING FORWARD .............................................................................. 15

FOUNDATION .................................................................................................................... 15

COLLEGE ........................................................................................................................... 17

MIRACOSTA COLLEGE FOUNDATION STRUCTURE, PROCESS AND ORGANIZATIONAL REVIEW INTERVIEWEES ................................................................ 20


| 3

EXECUTIVE SUMMARY

MiraCosta College is a strong institution and enjoys a solid financial situation that many community colleges would envy. Ironically, its solid financial footing may have enabled the College not to engage with the community to the extent necessary for the community to gain an appreciation for all that the College does, the impact it makes on students’ lives, or, for the purposes of this review, the compelling reasons it deserves private philanthropic support. That situation changed this November when the community overwhelmingly passed the College’s proposed bond issue. Passage required the College to reach out to the community in a more aggressive manor than it historically had in an attempt to have the community internalize the College’s impact. A by-product of those external efforts, provided the College and Foundation seize the momentum and put a growth strategy in place, may be the building blocks on which to gain an increased understanding by the area’s philanthropic community of the ways in which philanthropic support can make a significant impact on students’ lives.

At the same time the bond issue was being considered, the College Foundation’s long serving Executive

Director, announced her intention to retire in December of 2016. Her retirement provided an

opportunity for the College’s senior management team to assess the Foundation’s current structure and

operation to determine how to most effectively meet increasing demands for its support and to

appropriately position it to be even more integral to the College’s future.

The current executive director has done the heavy lifting and positioned the Foundation well for future

growth. The challenge for her successor will be to build on a strong foundation and take it to the next

level.

That challenge will be multi-faceted. The Foundation Board is committed but small in size and, some

would say, lacks the stature it should have in the community. The donor pool is growing but much of

the growth appears to be in lower and middle gift ranges, with corporations and foundations outpacing

individuals at the upper ranges. Because of her longevity at the institution and her effectiveness in

developing external relationships, the executive director, has been both the head of the Foundation and

its chief major gifts officer. Another key strength she brought to the role was a keen understanding of

the importance of planned gifts. The difficulty will be in transitioning those relationships.

The other challenge faced by the next executive director will be an internal one: building a culture of

philanthropy at the College. Currently, the image of and reception to the Foundation among faculty

and staff can best be described as a mixed bag, some of which appears to be historical in nature. There

are members of the staff who clearly understand and appreciate both the impact and potential of a

successful Foundation and who have forged a good working relationship with the current executive

director. Others question its place within the organization and its relevance to the institution, tending

to dismiss or discount its successes and taking umbrage with some of its practices. Some long serving

administrators even question the legality of the District providing funding support to the Foundation in

spite of a legal ruling that states, “The District can justify providing resources to an auxiliary on the basis

of the fundraising results, community public relations, and other services performed the auxiliary.”


| 4

The Foundation, while successful by many measures, appears not to have been truly integrated into the

life of the institution. There is also an interesting dynamic at play with the internal College community’s

understanding of the relationship between the public information and Foundation offices. Some see

the public information office as focusing too heavily on Foundation-related materials while members of

the Foundation staff believe they take a back seat to other college priorities. The two departments,

both external in nature, do not seem to share the same overarching goals or strategies although they do

effectively collaborate on some of the College’s more prominent outreach events. And, there is some

overlap in functions with both having responsibility for writing and event planning.

The Foundation’s next executive director will need to build bridges both internally and externally to be

successful. At the same time, the College community will need to come to terms with the realization

that it takes money to make money. The growth trajectory of the Foundation will be commensurate to

the investment the College makes in it both in terms of personnel and in infra-structure.


| 5

BACKGROUND

Linda Fogerson, the current executive director of the MiraCosta College Foundation, has announced her

intention to retire from her position in December of 2016, after 12 years in the role. When Ms. Fogerson

first came to MiraCosta, the Foundation had 350 donors of record and $3 million in assets. Today, the

Foundation can lay claim to over 3500 donors, $11 million in assets and a planned giving emphasis under

its current executive director that is well positioned to bring several major gifts to the institution within

the next five years. The staff has also expanded from the executive director and an assistant to 4.5 FTE:

an executive director, a development officer, a special events and database specialist, a secretary and a

part time private grants writer. The current long-range plan under which the Foundation is operating

called for increasing contributions from $750,000 in 2010 to $1.6 million by 2015. As of June, 2015, the

Foundation was raising slightly more than $1.2 million.

There are critical points in time in which to step back and evaluate the program and structure of an

organization and the retirement of a long serving executive director presents just that kind of

opportunity for the MiraCosta College Foundation. Seizing the opportunity, the College seeks to assess

the Foundation’s current structure and operation to determine how to most effectively meet increasing

demands for its support and to appropriately position itself to be even more integral to the College’s

future.

PROCESS

To assist the College in evaluating the Foundation’s current situation and in strategically positioning

itself for the future, the staff contracted with eAdvancement to conduct a structure, process and

organizational review to determine future staffing patterns and organizational alignment. The

structure, process and organizational review included an analysis of the existing operation and

structure, a review of relevant materials and interviews with key staff and board leadership. Senior

College staff and Foundation Board leadership were interviewed regarding their perceptions of the

strengths, weaknesses, opportunities and threats of the development effort as it has existed at the

Foundation. Interviews were typically an hour in length and were done individually and/or in groups

over a three-day period.

It is important to note that this report reflects a snap shot in time: a picture of perceptions about the

Foundation and its relationship to the College in the fall of 2016. Perceptions, by their very nature, are

subjective but they do provide insight into the issues, challenges and opportunities ahead of the

Foundation as it changes leadership. A review of Foundation materials, coupled with comparisons of

operating styles, policies and procedures, to other community college foundations and national data

about those foundations, add a more objective voice to the document.

REVIEW OF LITERATURE

In preparation for the campus visit on October 17 through 19th, the following material was reviewed:

Fundraising totals for FY 13/14 and 14/15, including numbers and types of donors within giftranges.


| 6

• College’s Organizational Charts.

• Foundation Organizational Charts and Job Descriptions.

• Vitae on staff employed by the Foundation.

• The Foundation’s By-Laws, Mission and Vision Statements.

• The College’s 2012/13, 2013/14, and 2014/15 Annual Reports.The MiraCosta College Foundation and Development Office Long Range Plan, 2010-2019.

• The MiraCosta College Foundation Annual Fundraising Plan

• The MiraCosta College Foundation’s Costs Recovery Policy.

• MiraCosta College’s Naming Policy.

• The MiraCosta College Foundation’s Investment and Spending Policy.

• MiraCosta Foundation Board Self- Assessment Tool.

• MiraCosta Foundation Board Handbook.

• The California Community Colleges Foundation Survey Summary, September, 2012.

INTERVIEWS CONDUCTED

Throughout my three days on campus, I interviewed a cross-section of the college community, from those actively involved in leadership roles on the Board of Trustees and Foundation to the college’s senior management team, members of the public information and Foundation’s staffs, academic leaders and members of the faculty. I interviewed 31 members of the College’s staff, six Foundation Board members and two Trustees. All but one interview was conducted in person. Individuals were forthright, candid and generally receptive to being interviewed as part of this report. In total, I met with 39 stakeholders, a complete listing of whom is attached to this report.

FINDINGS

What follows is a summary of the Strengths, Weaknesses, Opportunities and Threats faced by the advancement team at MiraCosta College and its Foundation, as gleaned from the literature and seen through the eyes of those interviewed. Immediately following this section, you will find an analysis of the current situation and recommendations for changes and/or improvements.

Strengths: College

The College is well respected in the community.

Several communities within the College’s service area are affluent.

An engaged Board of Trustees has a strong sense of ownership of institution and is supportive ofthe Foundation and most give to it.

There is mutual respect between the Trustee and Foundation Boards.

Back office support provided by the College to the Foundation is viewed as exemplary.

The College president’s early reputation in the community is strong. She is viewed as a dynamic,visionary leader who is both active and committed to the Foundation.


| 7

Faculty and staff are committed to MiraCosta and many spend significant portions of theircareers at the institution, often retiring from it.

The College is well positioned, both by reputation and by the willingness of its two Boards, toenhance its advancement operation.

There is significant momentum in the community for the College as a result of the recentpassage of the bond measure.

There are good stories to tell.

Strengths: Foundation

The Foundation clearly understands its mission is to support the College.

The Foundation is widely viewed as a great representative of the College in the community.

The Foundation has established strong community connections.

The Foundation does a credible job of telling the College’s story. The Foundation is viewed by some offices on campus as a willing collaborator and by many as

being responsive to campus needs.

There are well-developed Foundation policies and procedures and its processes are viewed bycollege departments as easy to use and efficient, enabling the community education area, inparticular, to be more entrepreneurial.

The Foundation excels at annual plans and at benchmarking its progress.

There is a strong focus on compliance and procedures are transparent.

The symbolism of the Foundation’s office location close to the President’s office and themessage that sends is seen as positive.

The Foundation has a strong scholarship program that has a meaningful impact on student lives.

Foundation Board members are perceived as committed to the institution.

The Foundation has provided an over-arching umbrella structure in supports of the arts atMiraCosta.

The Business Roundtable holds promise for tying the College and community more closelytogether.

Strong cooperation exists between the public information and Foundation offices when it comesto staging community wide events.

There is a steady history of revenue growth.

There are a significant number of individuals who support the Foundation on an annual basis,both inside the college community and externally.

Strengths: Personnel

The unit is viewed as strong, well-managed, professional and with a depth of knowledge infundraising by many members of the internal community.


| 8

The current executive director has cultivated long and deep relationships with donors in thecommunity and is viewed positively by members of her Board.

Many interviewed cited the current executive director as a strength.

The Foundation staff is viewed as eager, competent and interested.

Weaknesses: College, as it Relates to Foundation

Historically, because of a healthy funding situation, there was little external reason for theCollege to be community oriented, resulting in less than optimal name recognition orunderstanding of the College and its mission in the community.

The College’s website, a key marketing and branding tool, is housed under the academicinformation systems area of the College not the college’s public information office, missing a keyopportunity to use the tool more effectively in branding, messaging and recruiting.

There is a lack of understanding among some members of the College community that it takesmoney to make money. There also appears to be a lack of appreciation for the good return oninvestment made by the Foundation which returns a minimum of a dollar on every fifty centsinvested.

The Foundation is currently in a holding pattern for its strategic plan until the College hascompleted its plan.

The Foundation has been under-funded and is perceived by some at the College to be under-staffed.

The limits of the Foundation’s current data base may be curtailing growth by not allowing for theautomation of several important Foundation processes.

There is a lack of investment in alumni outreach and activities.

The egalitarian governance structure which pits any new positions needed by the Foundationagainst new positions needed in the academic divisions is seen as limiting the ability of theFoundation to grow and prosper.

There has not been a strong institutional focus on securing grants, limiting the potential foradditional governmental support.

Faculty and senior administration have not viewed the Foundation as a resource they can tap forfunding.

The campus community does not universally recognize the value of the Foundation. In addition,there is some confusion about the use of College funds to underwrite the Foundation’soperation.

The Foundation is not completely integrated into the College’s culture.

There is a limited vision among members of the College staff as to the extent of what a vibrantdevelopment operation could bring to the campus.

Some would suggest there is a lack of clarity in communication channels relating to theFoundation’s role on campus.


| 9

Weaknesses: Foundation

The Foundation Board is much smaller in size than the national average and lacks racial andgeographic diversity, including an over-domination of Carlsbad and Oceanside and lack ofparticipation from the southern part of the district on the Board.

The Foundation’s interaction with internal stakeholders sometimes suffers from theFoundation’s attention to the bottom line.

Participation by Foundation Board members in Foundation events could be healthier.

There was a lack of succession planning for the Foundation.

There is a lack of connection between the Foundation Board and students.

Some board members perceive there to be a lack of a clear strategy and vision for theFoundation.

There is a perception among some staff that donor money dictates college direction rather thanvice-versa.

Donor appreciation events do not always have a robust turnout.

The Foundation appears to have “stalled” in its growth, topping out at just slightly more than $1million a year.

Some Foundation Board members feel there is a lack of transparency in general surrounding theBoard’s functioning and in particular about leadership roles within the Foundation.

Some Foundation Board members feel that the Foundation is struggling to reach economies ofscale.

Foundation Board leadership feels there may be a lack of understanding among some Boardmembers of the nature of the workload of the executive director.

Faculty needs are not always known by the Foundation.

There is a perception among some staff that certain areas within the College are treated betterby the Foundation because of their external appeal (the arts and sciences in particular) and thatthe Foundation staff works directly with those areas, not always informing or involving the deanin the discussions and decisions.

The reason behind gift fees is not universally understood by the campus community and someinternal departments resent them.

Internal donor fatigue was mentioned as a concern.

Much Foundation fundraising has been directed to scholarship assistance.

There is not a culture of giving among graduates.

Weaknesses: Personnel

The current executive director has served three different presidents in her 12-year tenure at theCollege. Continuity in the president’s position is a common characteristic shared by effectivecommunity college development programs.

There is a lack of staff to support events for College departments who would like to do them.


| 10

Turnover on the Foundation’s staff is perceived as being somewhat higher than in other areas ofthe College.

The Foundation staff may not be able to take the Foundation to the next level without additionaltraining.

Mentioned by some was a lack of creativity in packaging the institution’s needs in a mannerwhich would be appealing to donors.

The Executive Director of the Foundation is not a member of the College Council.

Opportunities: College, as it Relates to the Foundation

To do things differently.

To combine the Foundation and other externally related offices into one department, creating astronger internal presence for externally related functions at the College.

For donors to name facilities, festivals, chairs, conferences at the College.

To have Foundation staff involved in the program review prioritization process that recommendsfunding college-wide to better understand the full college’s funding needs.

To initiate a process for the development of a college wish list for use by the Foundation.

To forge additional business/college partnerships.

To help faculty and staff with grant writing.

To improve cross departmental communication especially between the public information andFoundation offices.

To more fully explain the College’s funding of the Foundation and the Foundation’s role withinthe campus community.

For more campus wide conversation around the College’s unmet needs.

To tie the Foundation closer to the College and its work.

To expand the Foundation’s support of the College to include academic enhancement vehicleslike writers, artists or executive in residence or through the funding of academic enrichmentlectures, workshops and series.

The timing appears right, following the passage of the bond measure, to capitalize on theheightened exposure and newly built relationships to introduce more community leaders to theCollege.

MiraCosta is now the sole provider of adult education services in the southern district, providinga compelling case for support among certain donors.

Opportunities: Foundation

To outline a strategic vision for the Foundation aligned with the College’s strategic vision.

To achieve economies of scale.

To put a creative growth strategy in place.

To expand the donor base.


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To grow more endowments.

To better stage the Scholarship Awards celebration.

To capitalize on MiraCosta’s new bachelor’s degree program.

To implement an alumni program.

To publicly celebrate the Foundation’s successes and its Board and increase its visibility andrecognition within the campus and external communities.

To grow the Foundation Board and, in the process, to add diversity to the Board.

To use students more effectively in Foundation events.

To more fully involve the Foundation Board in meetings.

To connect Foundation Board members and students through mentorship opportunities.

To excite the larger donor community to the idea of “The Promise,” the guarantee of the firsttwo years of a college education for free.

To lead with a strong positioning message of what the College does and means for veterans.

To garner support from athletic alumni in collaboration with the athletics department.

To re-engage former Foundation Board members, who have an affinity for MiraCosta, and arestill in the community.

To tap into the large retired population in the MiraCosta service area for volunteer positions andas donors.

Opportunities: Personnel

To recruit an executive director who has experience at a larger Foundation and who can chart apath from a $10 million to a $50 million endowment.

To more fully involve the College’s senior management team with the Foundation.

For more outreach to faculty.

To train key internal partners in development practices and to more closely involve them in thelife of the Foundation.

To involve MiraCosta retirees as volunteers and donors to the College.

To more effectively use volunteer board members in the solicitation of funds and cultivation ofdonors.

To effectively use the new president’s “honeymoon” period with donors.

To capitalize on the potential for greater Presidential involvement with the Foundation.

Threats: College

Any restructuring suggested by the consultant may be met unfavorably by the Collegecommunity.

The College community may exert too much influence on the successful candidate chosen toreplace the executive director.


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There may be confusion within the external community about the Promise Movement at Oceanside High School.

Declining state funding, although this may lead to greater recognition by the private sector of the need for support.

Threats: Foundation

The Foundation Board not having a significant enough role in the selection of the new executive director.

Lack of a succession plan for the Board.

Competition from other non-profits in the community.

There is a perception among some in the community that MiraCosta does not need philanthropic support.

The reverse effect of the bond measure with philanthropists now assuming the College has all the support it needs.

External donor fatigue.

Thinking too small and staying insular.

The risk of making changes in something that is doing well.

The numbers of involved members of the Foundation is dwindling.

Lack of a clearly articulated role and purpose for the Foundation that is widely understood by the College community.

A sense among some members of the professional staff that silos exist between the Foundation and the College.

Anxiousness of Boards and staff for an enhanced alumni and development function could lead to unrealistic expectations of results. Development is a process that takes time.

Threats: Personnel

The loss of connections and relationships with the departure of the current executive director.

The possible selection of the wrong candidate to fill the executive director’s role.

The difficulty in allocating additional presidential time to the Foundation.

ANALYSIS OF CURRENT SITUATION

MiraCosta College is a strong institution and enjoys a solid financial situation that many community colleges would envy. Ironically, its solid financial footing may have enabled the College not to engage with the community to the extent necessary for the community to gain an appreciation for all that the College does, the impact it makes on students’ lives, or, for the purposes of this review, the compelling reasons it deserves private philanthropic support. That situation changed this November when the community overwhelmingly passed the College’s proposed bond measure. Passage required the College to reach out to the community in a more aggressive manor than it historically had in an attempt


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to have the community internalize the College’s impact. A by-product of those external efforts, provided the College and Foundation seize the momentum and put a growth strategy in place, may be the building blocks on which to gain an increased understanding by the area’s philanthropic community of the ways in which philanthropic support can make a significant impact on students’ lives.

At the same time the bond issue was being considered, the College Foundation’s long serving Executive

Director, announced her intention to retire in December of 2016. Her retirement provided an

opportunity for the College’s senior management team to assess the Foundation’s current structure and

operation to determine how to most effectively meet increasing demands for its support and to

appropriately position it to be even more integral to the College’s future.

What is unique and laudatory about completing a structure, process and organizational review at this

point in time is that the MiraCosta College Foundation is not in crisis; rather it is in a strong position

from which to build on past successes. Growing ten-fold from 350 donors to 3500 in a twelve-year

period is impressive, as is the more than tripling of the size of the endowment from $3 to $11 million.

The early stages of growing a development program are taxing and involve a lot of heavy lifting: putting

infra-structure in place, educating and growing a donor pool, building a strong board, and trying to

instill a culture of philanthropy in a college community. The current executive director has done the

heavy lifting and positioned the Foundation well for future growth. The challenge for her successor will

be to build on a strong foundation and take it to the next level.

That challenge will be multi-faceted. The Foundation Board is committed but small in size and, some

would say, lacks the stature it should have in the community. The donor pool is growing but much of

the growth appears to be in lower and middle gift ranges, with corporations and foundations outpacing

individuals at the upper ranges. Because of her longevity at the institution and her effectiveness in

developing external relationships, the executive director, has been both the head of the Foundation and

its chief major gifts officer. Another key strength she brought to the role was a keen understanding of

the importance of planned gifts. Her success in that area is laudable and somewhat unique in that the

Foundation did not rely on some of the planned giving support programs available in the field, but

rather on the strength of relationships. The difficulty will be in transitioning those relationships.

Recent additions to the staff have not had the time necessary to forge those strong relationships, nor

has the president who, while admired and respected among those interviewed, has been with the

institution less than two years.

The other challenge faced by the next executive director will be an internal one: building a culture of

philanthropy at the College. Currently, the image of and reception to the Foundation among faculty

and staff can best be described as a mixed bag, some of which appears to be historical in nature. There

are members of the staff who clearly understand and appreciate both the impact and potential of a

successful Foundation and who have forged a good working relationship with the current executive

director. Others question its place within the organization and its relevance to the institution, tending

to dismiss or discount its successes and taking umbrage with some of its practices, particularly the gift

fee on transactions, the reasons for which are not clearly understood internally. Some long serving

administrators even question the legality of the District providing funding support to the Foundation in


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spite of a legal ruling that states, “The District can justify providing resources to an auxiliary on the basis

of the fundraising results, community public relations, and other services performed the auxiliary.”

The Foundation, while successful by many measures, appears not to have been truly integrated into the

life of the institution. Its executive director is not a member of the College Council and does not sit in on

the program review prioritization process that recommends funding college-wide, both of which would

provide her with a deeper understanding of the College’s strategic direction and vision and where she

could gain insight to the College’s unmet funding needs. She has done an admirable job in seeking out

areas of the campus community in which the Foundation could make an impact and for which support

could be built among the donor community, but the perception is that the outreach effort has favored

the arts and sciences to the exclusion of the “chalk and talk disciplines,” as one faculty member put it.

The Foundation sponsored mini-grants have helped to assuage some but not all of the internal critics.

There is also an interesting dynamic at play with the internal College community’s understanding of the

relationship between the public information and Foundation offices. Some see the public information

office as focusing too heavily on Foundation-related materials while members of the Foundation staff

believe they take a back seat to other college priorities. The two departments, both external in nature,

do not seem to share the same overarching goals or strategies although they do effectively collaborate

on some of the College’s more prominent outreach events. And, there is some overlap in functions with

both having responsibility for writing and event planning.

The Foundation’s next executive director will need to build bridges both internally and externally to be

successful. At the same time, the College community will need to come to terms with the realization

that it takes money to make money. The growth trajectory of the Foundation will be commensurate to

the investment the College makes in it both in terms of personnel and in infra-structure.

As part of the conversations I had with the stakeholders involved, I quizzed individuals as to

characteristics they would like to see present in Ms. Fogerson’s successor. As might be expected, some

answers of the external community were different from those of the internal stakeholders, but the two

groups converged on a number of characteristics, including:

Inspiring visionary leader with the highest degree of integrity.

Passion

Educator or knowledge of and appreciation for role of education in society

Communicator

Problem solver

Strong background in development and in institutionally related foundations

Tactful and diplomatic

Collaborator

Intelligent

Extrovert with good social skills

Polished and having a corporate presence

Good listener


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Strong customer service approach

Proven track record of raising funds

Additional characteristics important to members of the Foundation Board are that the individual

selected have the “gravitas” to hold their own with the Foundation Board, Board of Trustees and the

College’s senior management team and that he/she be able to forge a strong relationship with the

College president.

Following this section are recommendations for consideration by the College community and the

professional hired to fill the executive director’s role.

BLUEPRINT FOR GOING FORWARD

My recommendations, in the form of action items and rationale for the suggested action items, follow. The first series of recommendations deals with the Foundation Board, the second with the College and the department’s place within the organizational structure and finally with staffing.

Foundation

Action: Strategically grow the membership of the Foundation Board over the next three yearsfrom its current size of 13 to at minimum somewhere between 20 and 24. Consideration should begiven both to geographic representation and to diversity issues including race, gender, age,profession and expertise. The Board should also be cognizant of the various philanthropic circlesrepresented by those recruited and should make every effort to recruit individuals who could beclassified as “movers and shakers” in the community. Consideration should be given to addingsome members of the Business Roundtable to the Board.

Rationale: MiraCosta Foundation’s by-laws allow for “at least eleven but no more than thirty-two members.” The 2014 CASE Survey of Community College Foundations puts the average size of community college foundation boards at 24.6. The larger size allows more volunteers to be engaged as ambassadors and with the work of the Foundation. It also provides a critical mass and is more likely to provide a rewarding board experience for those involved.

Action: Consider using the technique of a “consent agenda” for Foundation Board meetings andadding an opportunity on the agenda for Board members to more fully engage in discussion withthe College’s President or other senior members of the administrative team as it relates to theFoundation’s support of the College. Also consider adding the “anatomy of a gift” to each agenda.

Rationale: Much of the business of most institutionally related foundations is routine and non-controversial, such as the transfer of gifts, the approval of gift guidelines, etc. Most of the work can be done before hand in committee meetings and passed as part of a consent agenda during the meeting. This subtle change in the meetings would allow for more participatory meetings by members of the Foundation. It would also enable the senior leadership of the College to more fully engage with the Foundation on a strategic level. Finally, the anatomy of a gift is a technique that is successfully used by some Foundations to help members understand that every gift is


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unique and to provide examples of the ways in which members can help cultivate and steward donors.

Action: Consider the addition of a prospect development committee to the Foundation’s by-laws and charge that committee with fulfilling the responsibility as currently outlined in the Foundation Board Handbook of introducing potential supports to the College. Rationale: This committee would provide a more formal structure to a critical component of Board work: introducing, cultivating and stewarding prospects.

Action: Following the successful conclusion of the College’s strategic planning process, in concert with the College’s senior leadership team, conduct a Foundation Board retreat for the purposes of writing a new strategic plan for the Foundation. Rationale: A strength of the MiraCosta Foundation is its recognition that it exists to support the College. Yet, the Foundation’s future plans and strategic direction have been in a holding pattern until the completion of the College’s plan. Involving the College’s senior management team in the Foundation planning process would help to insure that the Foundation’s work becomes a more integral part of the College’s culture.

Action: Establish Giving Societies to recognize cumulative giving over time to the Foundation. The Foundation’s newly purchased computer software should allow staff to more easily pull historical data. Data should be reviewed to determine the natural breaks in levels but other community college clients I have worked with have considered the following levels: $50,000, $100,000, $250,000, $500,000 and $1m. Rationale: The Foundation already has in place a donor recognition event to which the recognition of giving over time could be added. Donor recognition ties donors more closely to the institution and provides another opportunity for the Foundation to publicly recognize and thank its supporters. Honoring cumulative giving serves as both a communications and an aspirational tool to share with the philanthropic community information on the broad support given to the College and to plant the seed of more substantive giving in other donors.

Action: Capitalizing on the momentum gained through the bond measure, utilize the vehicle of Presidential breakfasts, lunches, wines & cheeses, home receptions to begin to tell the College’s story to prospects. Invite those with whom ties have been established through the bond measure and additional prospects identified by the staff and Foundation Board. Update those in attendance with the progress of the work being done on the capital improvements funded by the bond measure. Use the occasion to share the College’s vision for the future, including the way in which private philanthropy can contribute to that vision. Consider bringing a student, with a good story to tell, to each of these receptions. Rationale: Enlargement of prospect pool. Beginning of cultivation of new prospects. First attempts to acquaint supporters of on-going needs for private support.


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Action: Institute a personal letter, three times a year, from the President’s Desk to prospects identified in actions above. Letter should update prospects on activities of College. Rationale: Beginning of personalized communication channel with prospects/donors to build stronger affinity between prospects and College. A cultivation tool.

Action: Consider the creation of a more formal cultivation and stewardship plan that clearly outlines both the soft and hard touches given donors and prospects in a year and that indicates how and when members of the Foundation Board are involved in the process. Rationale: This would outline clearer roles for members of the Board to play in growing and stewarding the donor base. It would also elevate within the staff and Board the cultivation and stewardship responsibilities.

College

Action: Consider combining the public information and Foundation staffs into one department

and elevating the position of the administrator who leads it. Create an institutional advancement department headed by a vice president of institutional advancement and executive director of the Foundation, or a title different than the current title to convey elevated stature, who would be a member of the President’s senior management team. Rationale: The majority (64%) of institutions surveyed in the CASE 2014 Survey of Community College Foundations indicated that the Foundation Executive Director was a formal member of the leadership team for the institution and over half (54.7% ) of those executive directors also had responsibility for marketing and communications. Of the six recipients of the CASE Outstanding Fundraising Performance awards for 2014, five were members of their institution’s senior management team. The field is moving in this direction. To grow philanthropy and establish a culture of philanthropy on a college campus requires recognition of the integral way in which private support can assist an institution. To effectively maximize philanthropy’s impact, the Foundation’s executive director should be involved in outlining the College’s strategy, its positioning within the community and its branding and messaging. In the case of MiraCosta combining the two departments would also produce a stronger departmental alignment between the offices charged with external responsibility and would have the potential of elevating the stature of external relations within the college community. It would also eliminate some overlap and duplication.

Action: Under the alignment outlined above, consider elevating the stature of the director of public and governmental relations, marketing and communications and transferring responsibility for and personnel involved with the College’s web site to her purview. Rationale: A college’s website is its major communications tool and its stature grows in importance each year as more of us turn to electronic communications as our source of information. By not having a communications savvy professional in charge of it the College is


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losing out on the potential it represents to message, re-enforce brand and communicate with its diverse publics and stakeholders.

Action: Under the structure outlined above, consider converting the part time grants position currently within the Foundation to a full-time position. Rationale: Although data in this area is hard to come by, the now defunct Council for Resource Development under AACC, would tell its members that the standard should be that they should raise at least three times the cost of their operations. The institution with which I was formerly associated routinely raised over eight times the cost of its grant operation, which had 3.5 FTE devoted to the area. Assuming the right professional is hired; MiraCosta stands to reap a solid ROI by investing in this area and capturing a much larger share of federal and state dollars than it had previously.

Action: Consider hiring or contracting with a part-time planned and major gifts officer under the Foundation. Rationale: The CASE survey referred to earlier found the average staff size at community college Foundations, not counting grants personnel, to be 5 FTE equivalents. Removing the .5 grants FTE from MiraCosta, the Foundation’s FTE is 4, below the national average. An earlier 2012 study of institutionally related foundations, conducted by CASE, put the average somewhat higher, at 7, although the sample size was extremely small and their productivity higher than the national average of about $900,000 annually. In 2012, the Foundation for California Community Colleges conducted a survey that while 68% of California Community Colleges have three or fewer staff, 15% had 6 to 10 FTE and 2% had 10 FTE or more. That survey also found that the average amount of funds that community college foundations raised in the prior five years correlated strongly with an increase of Foundation staff members. Foundations with a staff of six or more raised an average of nearly $13 million over five years while those with three to five averaged $5.4 million during the same time period. The recommendation to focus that individual on planned gifts is purposeful, since with the departure of the current executive director, there will be a void in this area which is a key area to future growth.

Action: In concert with hiring or contracting with a part-time planned giving officer, consider implementing a more structured planned giving communications program. There are national vendors that specialize in planned giving communications programs for higher education. Crescendo, Pentera and Stelter are three major players. Costs range from $5,000 annually to $15,000 annually, depending on the program but all three programs can be tailored to the college. Consider employing this communication strategy with retired employees, former Foundation and Board of Trustees members and individuals within the donor pool over the age of 50. Rationale: This type of program will formalize the Foundation’s approach to planned giving and begin to build a pipeline for future planned gifts. A current client of mine publishes a newsletter from one of these vendors twice a year and generates an average of eight inquiries per issue.


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Individuals represent the largest percentage of philanthropic gifts and bequests and other planned giving vehicles often allow individuals to make a larger gift than they would in their lifetime.

Action: Partner with a financial advisor, local attorney specializing in estate planning or bank toconduct a Planned Giving Seminar for your prospects.

Rationale: Beginning of planting the idea that MiraCosta College Foundation should be includedas part of an individual’s estate planning. This is a long-term project and results (i.e.: bequests)should not be expected in the first few years.

Action: Consider the implementation of an advisory committee composed of faculty andacademic administrators that meets twice a year with the Foundation Executive Director and acommittee of the Foundation Board to identify unmet College needs that might be supported bythe Foundation and for use as a communication tool by the Foundation with the internal Collegecommunity. Ideally, at least one of these meetings would be scheduled immediately after theprogrammatic budget review meetings.

Rationale: This tool could be used as a communications devise by the Foundation to overcomesome of the misperceptions in the college community about the Foundation but would also serveto make the Foundation’s support of the College and its priorities more transparent to a greaternumber of faculty and staff.

Action: Begin a series of meetings with faculty to begin to identify successful MiraCosta graduateswho should be considered prospects for the Foundation.

Rationale: Faculty typically keeps in touch with some of their former students and could serve as agood information source to begin to identify former students who are now successful. This activitywould also serve to further connect the Foundation to the campus.

Action: Consider the establishment of an annual Alumni Awards Program to recognize successfulalumni.

Rationale: This type of recognition validates the College’s work, publicizes its successes and tiesformer students more closely to their alma mater.


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MIRACOSTA COLLEGE FOUNDATION STRUCTURE, PROCESS AND ORGANIZATIONAL REVIEW INTERVIEWEES

Julie Ames, Foundation Board Member

Alec Babiarz, Foundation Board Member

Bruce Bandemer, Foundation Board Member

Dr. Mary Benard, Vice President, Instructional Services

Eric Bishop, Faculty-Theatre & Film

Teresa Bolanos, Faculty-Chemistry

David Broad, MiraCosta Board Trustee

Cheryl Broom, Director of Public & Government Relations

Brad Byrom, Faculty-History

Pat Conahan, Associate Faculty- Kinesiology

Dr. Sunny Cooke, Superintendent/President

Diane Danielewicz, Financial Aid/Scholarship Specialist

Mike Dear, Director of Financial Aid & Scholarships

Elaine Dodge, Associate Director of Development

Matt Falker, Faculty-Music

Mike Fino, Dean, Math & Sciences

Tori Fishinger, Data Analyst/Event Specialist

Linda Fogerson, Executive Director, Foundation

Jonathan Fohrman, Dean, Arts & International Languages

Joanne Gonzales, Admin Assistant-VP Instruction, Classified Senate Senator

Susan Herrmann, Faculty-English, Foundation Board Member

Dr. Chris Hill, Dean-Research, Planning & Institutional Effectiveness

Dee Jaykus, Foundation Secretary

Alex Karvounis, Graphic Designer/Photography Coordinator

Linda Kurokawa, Director, Community Education & Workforce Development

Stephen “Hap” L’Heureux, Foundation Board Member

Frank Merchat, MiraCosta Board Trustee

Charlie Ng, Vice President, Business & Administrative Services

Dilcie Perez, Dean of Student Life and Judicial Affairs

Asha Prasad, Accountant

Freddie Ramirez, Interim Dean Admissions & Student Support

Nikki Schaper, Dean, Behavioral Sciences, History & Adult Education

Dana Smith, Dean, Letters & Communication Studies

Denise Stillinger, Associate Faculty-Biology, Foundation Board Member

Al Taccone, Dean, Career & Technical Ed

Mario Valente, Dean, AIS

Krista Warren, Noncredit Faculty Coordinator

Tracy Williams, Faculty-Theatre & Film

Alketa Wojcik, Vice President, Student Services (via phone)

Gary Wrench, Foundation Board Member

Interpretation of Brown Act – Fact Sheet

• The purpose of the Brown Act is to facilitate public participation in local government and to curb misuse of democratic processes by secret legislation by public bodies.

• At the November 2nd, 2004 Election, the Voters of California Adopted Calif. Const. Art. I, Section 3(b), which adds to the state Constitution the requirement that meetings of public bodies and writings of public officials and agencies be open to the public.

• In light of these constitutional and legislative policies the Brown Act has been liberally interpreted by the courts in favor of public participation and governmental transparency.

• “All meetings of the legislative body of a local agency shall be open and public, and all persons shall be permitted to attend any meeting of the legislative body of a local agency…” Gov. Code 54953

• The agenda for a regular meeting must be conspicuously posted at least 72 hours prior to the time of the meeting in a location freely accessible to the members of the public.

• The location where the agenda is posted must be publically accessible at all times during the 72 hour period. The agenda shall specify the time and location of the regular meeting.

• For meetings after January 1, 2019, an agenda must be posted on District’s primary Internet website homepage which may be accessed through a prominent direct link.

Historical Documents

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